The choice of one or another organizational structure depends on a number of factors.
Fig.8 Factors for choosing an organizational structure
The most significant factors are the following:
The size and degree of diversity of activities inherent in the organization;
Geographical location of the organization;
Technology;
Attitude towards the organization on the part of the organization’s managers and employees;
Dynamism external environment;
The strategy implemented by the organization.
The organizational structure must correspond size
organization and not be more complex than necessary.
Influence technologies
on the organizational structure is manifested in the following. Firstly, the organizational structure is tied to the technology that is used in the organization. The number of structural units and their relative position strongly depend on what technology is used in the organization. Secondly, the organizational structure must be designed in such a way that it allows for technological upgrading.
Geographical location
organization, if the regions are sufficiently isolated, leads to the delegation of certain rights in decision-making to regional units and, accordingly, to the emergence of regional units in the organizational structure.
Dynamism of the external environment
is a very strong factor determining the choice of organizational structure. If the external environment is stable and there are minor changes in it, then the organization can successfully use mechanistic organizational structures that have little flexibility and require great effort to change them. In the same case, if the external environment is very dynamic, the structure must be organic, flexible and able to quickly respond to external changes. In particular, such a structure should imply a high level of decentralization and the presence of structural divisions with greater rights in decision-making.
Strategy
has a significant impact on the choice of organizational structure. It is not necessary to change the structure every time the organization moves to implementation new strategy. However, it is absolutely necessary to establish how the existing organizational structure corresponds to the strategy, and only then, if necessary, make appropriate changes.
Organizational structure depends largely on how its choice is viewed managers
What type of structure do they prefer and how willing are they to introduce non-traditional forms of organizing an organization?
The diagram of any organization shows the composition of departments, sectors and other linear and functional units. However, it should be understood that such a factor as human behavior, which influences the order of interaction and the efforts to coordinate actions, cannot be depicted in the diagram. It is human behavior that determines the effectiveness of the structure to a greater extent than the formal distribution of functions between departments.
Analysis of organizational and management structure
Characteristics of the enterprise
The HICONICS company was founded in 1995 and is the official distributor of such well-known companies like: Mitsubishi Electric (Japan), Tadiran (Israel), Wesper (France), CARRIER (USA), CIC (Czech Republic). The company has been a member of the Association of Climate Industry Enterprises (APIK) for 7 years.
Hikoniks LLC carries out the full range of work, starting from consultations on the optimal choice of air conditioning, ventilation, heating equipment and preparation of technical proposals, ending with the development and implementation of large projects of state-of-the-art climate systems, including installation and commissioning with subsequent warranty and post-warranty servicing industrial and administrative facilities throughout the Russian Federation.
Submitting your good work to the knowledge base is easy. Use the form below
Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
Posted on http://www.allbest.ru
MINISTRY OF EDUCATION AND SCIENCE OF THE RF
NHEI ANO "REGIONAL FINANCIAL AND ECONOMIC INSTITUTE"
Department of Management
COURSE WORK
"ABOUTmanagement again»
"IN»
2nd year student
Koloskova Natalia ValentinoVon
171573 Tver region. Kalyazin
Tsentralnaya str. 14, apt. 99
Kursk, 2010
Introduction
1. Concept and principles of constructing an organizational management structure
2. Bureaucratic type of organizational structure and its types
3.Organic type of organizational structure and its types
4.Choice of the organizational structure of the enterprise
Conclusion
References
INconducting
"Success is good management in action."
WILLIAM HELLER.
The management structure of an organization, or organizational management structure, is one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them.
A modern enterprise is a complex production system, including such elements as fixed assets, raw materials, labor and financial resources. Owning a profit-making enterprise is the dream of any person who wants to be financially independent. But not everyone can decide to organize any enterprise, because the main thing is not to create, but to make sure that your brainchild works, develops in conditions of fierce competition and makes you happy with its existence.
If we turn to statistics, we can see that at the beginning of the formation of market relations in Russia, almost every second private enterprise and cooperative ceased its activities due to an incorrectly chosen management strategy. Then, in the 80-90s of the 20th century, few people knew about the science of management - “management”, about the principles and approaches to building and choosing an organization’s management structure. But the work of an enterprise is divided into component parts, carried out by various employees, and someone must coordinate joint efforts.
In addition, organizational management structures are diverse and determined by many factors and conditions. These may include the size of the company’s production activities (medium, small, large); production profile of the company (production of one type of product or several); the nature of monopolistic associations (concern, financial group). Despite this, they do not single out clearly progressive or clearly backward organizational structures. Each has its own advantages and disadvantages. The “best” structure is the one that allows you to effectively interact with the external environment, productively and expediently distribute and direct the efforts of employees, satisfy customer needs and achieve the organization’s goals, therefore, the management process is not possible without solving organizational issues.
When writing this course work, the goal is to find an effective organizational management structure. Objectives: to reveal the concept and principles of constructing an organizational management structure, to consider the types and types of organizational structures, to determine the choice of organizational structure.
The object of the research is the study of the management theory of an organization, the subject is the management structure, as a set of stable connections between objects and subjects of management.
1. Pconcept and principles of building an organizational structure
The term “organization” is translated from French as a structure or arrangement of something. In management, this concept is used to denote a set of people, groups united to achieve a goal using the division of labor and responsibilities.
The concept of “structure” translated from Latin means arrangement and connection components something, structure. The organizational structure is understood as an ordered set of steadily interconnected elements that ensure the functioning and development of the organization as a whole. It is presented in the form of a system of distribution of functional responsibilities, rights and responsibilities, order and forms of interaction between its constituent governing bodies and the people working in them. This is a kind of skeleton-forming beginning, which reflects the level of socio-economic development of the subject of management, the degree of technological maturity, forms of organization of production, philosophy and strategy of the organization. The coordinated work of the “organism” occurs thanks to an important organizational structure-management.
Elements of the organizational management structure (OMS) can be both individual employees (managers, specialists, employees) and bodies of the management apparatus, which employ a certain number of specialists performing certain duties. Organizational relationships operate only in social systems and only when people are encouraged to take action; these relationships are maintained through connections that are divided into horizontal and vertical. The first ones are of the nature of coordination and are single-level. The second is the relationship of subordination that arises in the presence of different levels of management, each of which pursues its own goals. With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers) are created, between which tasks and management functions, and, consequently, rights and responsibilities for their implementation are distributed.
Thus, the management structure includes all goals distributed between various units, the connections between which ensure coordination individual actions.
There are many requirements for the management structure that reflect its importance. They are taken into account in the principles of the formation of OSU, the development of which was devoted to many works by domestic authors in the pre-reform period. The main principles can be formulated as follows:
1. The OSU must reflect the goals and objectives of the organization, and, therefore, be subordinate to production and its needs.
2. Labor should be divided between management bodies and individual workers, which will ensure the creative nature of the work and normal workload, as well as proper specialization.
3. The formation of a management structure must be associated with the determination of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal connections between them.
4. Between functions and responsibilities, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain correspondence, the violation of which leads to dysfunction of the management system as a whole.
5. The OSU is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on the distribution of powers and responsibilities, the degree of independence of employees and the scope of control of the manager. This means that trying to copy the management structures of other businesses will not guarantee the desired results for your brainchild.
The implementation of these principles means the need to take into account, when forming (or restructuring) the management structure, many different factors influencing the operating system.
The main factor is the organization itself. It is known that in the Russian Federation large number organizations where there are different approaches to building management structures. In commercial and non-profit organizations, large, medium and small, at different stages life cycle having different levels of division and specialization of labor have their own organizational management structure. Obviously, the management structure of a large enterprise is more complex in relation to a small company, where management functions are often concentrated in the hands of one or two employees, where there is no need to design formal structural parameters. As the organization grows, the distribution of labor develops, and special units are formed, the coordinated work of which requires coordination and control.
It is also important to pay attention to the phases of the organization’s life cycle, which is very often forgotten. At the inception stage of the organization, management is carried out by the entrepreneur himself. At the growth stage, a functional distribution of labor occurs. At the maturity stage, the tendency towards decentralization is most often realized. At the recession stage, measures are developed to improve the management structure in accordance with the needs and trends in changes in production. Finally, at the stage of termination of the organization's existence, the management structure is either completely destroyed (if the company is liquidated) or reorganized.
The formation of the management structure is influenced by changes in the organizational forms in which the enterprise operates. Thus, when a company becomes part of any association (association, concern), a redistribution of management functions occurs, and therefore the management structure of the company changes.
Even just a change in the number of elements and levels in the operating system leads to an increase in the number and complexity of connections that arise in the process of making management decisions; the consequence of this is often a slowdown in the management process.
An important factor in the formation of management structures is the level of development of information technology. The general trend is towards an increase in the number personal computers while simultaneously expanding the use of local networks at the enterprise level, it leads to the elimination or reduction of the amount of work for a number of functions at the middle and lower levels. This applies to coordinating the work of subordinate units, transferring information, and summarizing the results of individual employees. A direct result of the use of local networks can be an expansion of the sphere of control of managers while reducing the number of management levels in the enterprise. It should be noted that the development of information systems leads to the formation of a new type of enterprise - “virtual” companies (this name was given by Western literature). They are understood as a collection of small independent enterprises that are nodes on an information network that ensures their close interaction. The unity and focus in the work of these firms is achieved thanks to the flexible electronic communication of information technology that permeates all areas of their activities. Therefore, the boundaries between their member organizations become “transparent” and each of them can be considered by a company representative.
Thus, when designing a new organizational structure, we must not forget about the requirements for management structures and the principles of their construction. The control apparatus must be efficient (functions are performed on time), reliable (the state of production and the results of decision-making are reliably displayed), optimal (the best solutions to problems are found through multivariate processing), economical (functions are performed efficiently at the lowest cost, reducing the cost of production and sales of products). With a skillful combination of these factors, a rational structure can be created in which there is a real and favorable opportunity to achieve a high level of production efficiency.
2. Bjurocratic type of organizational structures
In modern management theory, there are two types of management of organizations: bureaucratic and organic. They are built on various foundations and have specific features that make it possible to identify areas of their rational use and prospects for further development.
Historically, the bureaucratic (hierarchical) type was the first to form. The corresponding concept of an approach to building an organizational structure was developed at the beginning of the 20th century by the German sociologist Max Weber. He proposed a model based on the idea of an enterprise as an “organized organization” that makes strict demands on both people and the structures within which they operate. The main thing in the bureaucratic structure is the “position”, and not the “person” with his individuality. The key provisions of the normative model of rational bureaucracy are as follows:
A clear division of labor, the use of qualified specialists in each position;
Hierarchy of management, in which lower levels are subordinate and controlled by higher ones;
The presence of formal rules and regulations that ensure uniformity in the performance of managers’ tasks and responsibilities;
The spirit of formal impersonality characteristic of officials performing their duties;
Carrying out hiring in accordance with qualification requirements for this position.
Bureaucratic management structures have shown their effectiveness in large organizations, in which it is necessary to ensure the coordinated, clear work of large teams of people working towards a common goal. These structures make it possible to mobilize human energy and cooperate in solving complex projects in mass and large-scale production. However, they have disadvantages: there is no growth in the potential of people, each of whom uses only that part of his abilities that is directly required to perform the job. It is still impossible to manage the process of changes aimed at improving work. The functional specialization of structural elements leads to the fact that their development is characterized by unevenness and different speeds. As a result, contradictions arise between individual parts of the structure, inconsistency in their actions and interests, which slows down progress in the organization. organizational structure management bureaucratic
The main types of bureaucratic management structures are the following: linear, functional, linear-functional, line-staff, divisional.
1.Linear structure is the simplest and most ancient, has only vertical connections between elements. This structure is characterized by a clear unity of command. Each employee or manager reports directly to one superior person and through him is connected to higher levels of management. A higher management body does not have the right to give orders to any executors, bypassing their immediate superior. A hierarchical ladder of subordination and responsibility is created in the management apparatus.
The advantages of this structure are the relative simplicity of selecting managers and implementing the management function. The organization clearly distributes responsibilities and powers, which ensures the speed of adoption and implementation of management decisions, the unity and clarity of management, and eliminates duplication of powers and inconsistency of orders.
The disadvantages of this type of structure include the disunity of horizontal connections, the possibility of excessive rigidity, inflexibility, inability to further growth and development of the enterprise, and limited initiative among lower-level employees. The manager is required to have high universal training, knowledge and experience in all management functions and areas of activity. In addition, a large overload of information, a multiplicity of contacts with subordinates, superiors and related organizations leads to the fact that most of the manager’s time is spent on solving operational problems, and not enough attention is paid to promising issues. When exercising his authority, the manager uses punishment and reward for subordinates as a motivating incentive.
Linear structures are logically more harmonious and formally defined. They are typical for small organizations with simple production, simple goals and a constant external environment. For example, such structures are effective in well-established conveyor production, loading and unloading operations, and in the production of qualitatively unchanged food products.
2. Functional structure. The creation of a functional structure is due to the desire of the organization’s management to use high management and leadership qualities leader and, at the same time, make informed, competent decisions in highly specialized areas that require special education, knowledge and skills. In this structure, the senior manager is the sole manager, and the performance of individual functions on specific issues is assigned to specialists. Specialists of the same profile unite into structural divisions management systems and make decisions that are binding on production units. Thus, along with the linear one, a functional organization also operates. The performers are in double subordination. Thus, the worker is obliged to simultaneously carry out the instructions of his line manager and the functional specialist.
With a functional structure, the line manager has the opportunity to deal more with operational management issues, since functional specialists free him from solving special issues. However, management commands from many functional services go to one department or to one manager, so problems arise in the mutual coordination of teams, which creates certain difficulties. Functional departments may be more interested in implementing the tasks and goals of their departments than the overall goals of the entire organization, which increases conflict between departments. In addition, in a large enterprise, the chain of command from managers to performers becomes too long, and responsibility for fulfilling their duties is reduced.
The advantages of a functional structure include the fact that it stimulates business and professional specialization, reduces the consumption of material resources in functional areas, and improves coordination of activities. The company employs highly qualified specialists.
A pure functional structure is practically not used in modern organizations due to its inefficiency. As experience has shown, the result is achieved only if one person is responsible for the entire production process in the department, that is, in fact, we are talking about a line manager. The constant change of specialist managers leads to irresponsibility, double subordination and even uncertainty of role settings. Therefore, it is advisable to use a functional structure at enterprises that produce a limited range of products, operate in stable external conditions and in which standard management decisions are provided.
3. With the increase in size and the development of concentration of production, it was necessary to find more acceptable forms of management that corresponded to the nature of the new production requirements. As a result, combined structures were created that combine the advantages of linear and functional structures. The simplest of them are linear-functional and linear-staff structures.
IN linear-functional The organizational structure combines the principles of linear and functional management, closely intertwining the performance of special functions with a system of subordination and responsibility for the direct solution of management tasks.
Line managers have linear authority, and functional ones have functional authority in relation to subordinate managers and linear authority in relation to their subordinates. Linear-functional structures are most effective in a stable environment, designed to use existing technologies and the established market, promote the efficient production of standardized goods and services, and are focused on price competition. They have the advantages of both linear and functional systems.
Disadvantages: violation of the principle of unity of command, difficulties in making and implementing agreed management decisions. A strict division of labor enhances the interest of each body in performing only “its” function, which is typical for functional departments. Therefore, when new, non-standard, complex tasks arise, there is a need for frequent approval of draft solutions at the highest level of management. This structure is used in medium and large industrial enterprises, in design and research organizations.
4.Line-staff (headquarters) structure management is built on the principle of functional specialization of managerial work, but the main task of managers is to coordinate the actions of functional services at headquarters at various levels and direct these actions in accordance with the general interests of the organization.
The headquarters reports to the line manager. It is not endowed with the right to make decisions, but only performs the functions of an advisory body preparing draft decisions. This structure, by combining functional specialists in one management body, ensures efficiency and quality of decisions through comprehensive justification. It practically eliminates conflicting orders and allows line managers to be freed from coordinating the work of various services.
The main advantages of the structure are a significant increase in the efficiency of using management potential to solve emergency problems, a slight unloading of senior managers, and the ability to attract external consultants and experts.
However, management systems with a line-staff structure do not solve new problems well enough (transition to the production of new products, changes in technology). In this case, additional costs are required for the creation of special councils, boards, commissions for coordination and development of decisions. There is not always a clear distribution of responsibility, since those preparing decisions do not always participate in its implementation. Most often, this structure is created to eliminate the consequences of natural disasters, quickly solve extraordinary problems, or as an intermediate step in the transition from a linear structure to a more effective one.
5.Divisional organizational structure- a new structure that manifests itself in large enterprises with a wide range of goods and services, rapidly changing equipment and technology that responds to changes in the needs and demand of society for the latest consumer goods. The first developments date back to the 20s, and the peak of their use was in the 60-70s. The need for new approaches was caused by a sharp increase in the size of enterprises and the complication of technological processes. A network of small mobile firms is being formed around large enterprises.
Structuring by departments is carried out according to one of three criteria:
By products manufactured or services provided. Management of the production and marketing of any product or service is transferred to one person who is responsible for this type of product. The heads of support services report to him.
By customer orientation. Some enterprises produce a wide range of goods and services that meet the needs of several consumer groups. It is then that a divisional structure based on consumer orientation is used. This type is used in the field of education, where recently, along with traditional general education programs, departments for adult education and advanced training have emerged; in commercial banks, where clients can be individuals, trust firms, and pension fund, and international financial organizations.
By serviced areas. It is advisable if the company's activities cover large geographical areas, especially on an international scale. A regional structure makes it easier to resolve problems related to local laws, customs and consumer needs. This approach simplifies the connection between the enterprise and its customers, as well as communication between its divisions.
In many large companies, the sales area has grown into entire marketing departments. These departments received a certain independence and the right to manage their funds not strictly according to instructions, but in accordance with the rapidly changing external environment and internal capabilities. Accordingly, the key figures are not the heads of functional departments, but the managers heading production departments. Local initiative has increased, which is implemented by those who come forward with it, while at the same time being fully responsible for the result. It became possible to respond more quickly and effectively to changes in the situation and to take into account new needs.
However, there are disadvantages. The process of control over the actions of new structures has become more complicated. Negative results of work can only appear over time, when it will be too late to correct the situation from above. The expansion of horizontal connections leads to a weakening of vertical ones. Difficulties may arise due to duplication and confusion in the network of commands and management decisions. Over-automation of parts of an organization can lead to a complete loss of influence from outsiders. central structures, and, consequently, loss of subordination to common goals and objectives.
3. ABOUTorganic type of organizational structures
The organic (adaptive) type of organizational structures, in contrast to the bureaucratic one, arose relatively recently and owes its appearance to entrepreneurs who needed a high degree of flexibility and adaptability to rapidly changing environmental conditions. This approach proves its effectiveness, despite its “youth”. It is designed to implement radical changes, thereby providing the necessary adaptability. In this case, improvisation is valued more than planning; flexibility of structures instead of rigidity, bound by rules and norms; collegiality in decision-making instead of authoritarianism; trust among staff instead of authority.
The organic type of structure differs from the traditional bureaucratic hierarchy in that it is less bound by rules and regulations and is decentralized in the organization. It has the following features:
Decisions are made through discussion rather than based on authority, rules and traditions;
The main integrating factors are the mission and development strategy of the organization;
A creative approach to work and cooperation are based on the connection between the activities of each individual and the mission;
Work rules are formed in the form of principles, not guidelines;
The distribution of work between employees is determined not by their positions, but by the nature of the problem being solved;
There is a constant readiness to carry out progressive changes in the organization.
The type of structure under consideration changes relationships within the organization: there is no need for functional division labor, the responsibility of each employee for overall success. This type is mainly focused on the implementation of complex programs and projects within large enterprises and associations, entire industries and regions. It is especially effective in conditions where the work involves active efforts to improve the products and services produced, taking into account the latest achievements of science and technology, since in this case it is required new approach to organizational problems. Organic organizational structures are simpler and have a wide information network. It is characterized by a small number of management levels, higher independence in decision-making at lower management levels, and partnerships.
The transition to an organic type of structure requires serious preparatory work. It is necessary to expand the participation of workers in solving problems (by training, increasing the level of information content, interest), eliminate functional peculiarities, develop information technologies, and radically reconsider the nature of relationships with other companies. It should be noted that the organic type is in the initial phase. But elements of this approach are spreading quite widely, especially in those companies that strive to adapt to a dynamically changing environment.
There are several types of organic structures.
1.Matrix structure. It is a lattice organization built on the principle of double subordination of performers: on the one hand to the immediate supervisor, a functional service representing personnel and technical assistance to the project manager, on the other hand to the project manager, empowered to carry out the management process in accordance with the planned time frame, resources and quality. With such an organization, the project manager interacts with two 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. Vertical management is built on individual areas of activity (production, supply, sales). Horizontally, programs, projects, and topics are managed.
The project manager's authority can range from complete authority over all details of the project to simple clerical authority. The manager determines what should be done and when, and who and when will do this or that work is decided by the line manager.
Thus, the matrix management structure supplemented the linear-functional structure with new elements. This created a qualitatively new direction in the development of program-targeted and problem-targeted forms of management. These forms contribute to the rise of creative initiative of managers in increasing production efficiency. This structure contributes to the restructuring of production based on the latest technological processes and production equipment. The transition to a matrix structure usually does not cover the entire organization, but only part of it. Success depends on the extent to which the project manager has the professional qualities of managers and can act as leaders in the project team. The matrix structure promotes the collective expenditure of resources, which is essential when production is associated with the need to use rare or expensive types of resources.
The advantage of a matrix structure is the effective use of human resources when setting and solving new problems. A certain degree of flexibility is achieved, as staff can be reallocated depending on the specific needs of each project. There is a great possibility of coordinating work. This is achieved by creating the position of project manager, who coordinates all communications between project participants working in different functional departments.
But there are also disadvantages. There are frequent tendencies towards anarchy due to unclearly defined rights and double subordination of workers. In general, the structure is not always clear; there is an overlap of vertical and horizontal powers, which leads to difficulties in decision-making and conflicts. There is a struggle for leadership in the field of science, technology and technology. There is hostility between the “upper” and “lower” links in the course of work.
2.Project structures. This is a temporary structure created to solve a specific problem. Its meaning is to assemble into one team the most qualified employees of the organization to implement a complex project on time with a given level of quality, without going beyond the established budget. When the project is completed, the team disbands. Its members move to a new project, return to full-time work in their “home” department, or leave this organization. The structure is used in organizations engaged in targeted changes in the existing or created management system.
With this form, the manager is vested with project powers and is responsible for business planning, spending allocated funds, material and moral motivation of workers, and most importantly, developing a project management concept - priorities, distribution of tasks and responsibility for their implementation. The manager himself forms a team of workers, they are completely subordinate to him. Project structures differ in the scale of activity, the breadth of coverage of scientific and technical problems and production problems, the nature of connections with linear and functional units of the organization, and the terms of reference for interaction with the external environment.
The project type of organizational structure has great flexibility and versatility, simplicity and efficiency, and allows you to simultaneously develop several problems (projects). To carry out the implementation of several projects, a headquarters consisting of project managers can be created. In this case, resources are fragmented and the maintenance and development of the production and scientific and technical potential of the organization as a whole becomes more difficult. At the same time, the manager is required not only to manage all stages of the project life cycle, but also to take into account the project’s place in the network of projects of the given organization.
3.Brigade (team)organizational structure. It is a multi-level hierarchical system of teams, each of which consists of managers and performing specialists. The principles are the autonomy of the work of teams, universality in the composition of the team’s personnel, independence in decision-making, independence in coordinating the activities of teams with other teams, and the replacement of rigid bureaucratic-type connections with flexible ones.
Each team should include specialists with universal knowledge and skills who can provide management flexibility when changing tasks. The labor motivation system should also be flexible. To do this, the basis is the principle of economically beneficial cooperation, interest in the growth of income and profit, and the remuneration of each team member is linked to the overall results.
The hierarchy of the structure provides for entry into the very top team of senior managers. Each of them is assigned responsibility for one major (main) area of the organization’s activities, planning, and policy development. At the second level, the number of teams is determined by the main activity of the organization.
The advantages of the brigade structure are improved quality of customer service; acceleration of processes associated with updating products and services, their production technologies; focus on relatively low-capacity market segments, focus on fighting competitors for markets.
4. INChoosing the organizational structure of the enterprise
Management process economic activity organization is associated with the organizational management structure adopted by it, which predetermines the entire management cycle. The main actions are the creation of departments or services, certain areas management, distribution of rights and responsibilities - are based on one or another theory of organization, according to which the organization is considered designed to achieve prescribed goals. Organizational structures were not specially developed; they were formed in accordance with the historical and social conditions of the time when they came into force, and depended on the social and economic ideas of the state and society at a specific historical stage.
Organizational structure depends on the external environment. It is built in accordance with the strategic goals of the organization and is determined by the nature of the production process and the characteristics of the technology used. Therefore, it is not motionless, given once and for all, it must change. The organizer must be able to sense the need for reorganization and be ready to carry it out. In most cases, adjustment decisions are made by the organization's top managers as part of their core responsibilities. Significant organizational changes are not carried out until there is a strong belief that there are serious reasons for this. This process should not be spontaneous, it should be carried out purposefully. It is assumed that it is possible to obtain all the necessary information and increase its effectiveness by pre-planned changes in combinations individual elements organizations, in their internal structures, in the interrelation of individual elements of management technology.
The organizational structure of management has a number of features that distinguish it from the technical system. The main ones are the following:
The presence of a person (a person makes a decision);
Multi-purpose nature (multi-criteria);
Multiply connected elements ( complex system interactions).
We can name some situations, individually or in combination, when the costs of adjusting the structure or developing a new project are justified.
1.Unsatisfactory functioning of the enterprise. A common reason for the need to change the organizational structure is the failure to apply any other methods of reducing cost growth, increasing productivity, expanding domestic and foreign markets, or attracting new financial resources. In this case, the composition or skill level of workers initially changes. Next, management methods are improved and special programs are developed. Eventually, senior managers come to the conclusion that all problems are due to a lack of organizational structure. It needs to be changed. The question arises about choosing an organizational structure.
2. Top management overload. Some businesses manage to function thanks to excessive load to one or more senior managers. If obvious measures to reduce the load do not bring results, then an effective means of solving the problem is the redistribution of rights and functions, and, consequently, a change in the organizational structure.
3. Lack of perspective orientation. The future development of the enterprise requires great attention from top management to strategic objectives, regardless of the nature of the enterprise and its type of activity. Managers must recognize that the most important responsibilities are to ensure that the enterprise is able to develop and implement strategic programs based on a legal and economic framework. Providing such capability almost always involves changing or transforming organizational forms, as well as introducing new or modifying old decision-making processes.
4. Disagreements on organizational issues. Stability in the organizational structure of an enterprise indicates not only internal harmony, but also a successful solution conflict situations. In any structure, a situation may arise that makes it difficult to achieve goals and allows for an unfair distribution of power. Then the only solution may be to study the management structure, and then, possibly, change managers, since not every manager will be able to adapt to the new way of working.
In addition, the need to change the organizational structure may arise as the size of the enterprise increases. After all, if the structure is left unchanged, coordination will become difficult, managers will be overloaded, and the functioning of the enterprise will deteriorate. The opposite situation is when two enterprises of the same nature merge. In this case, overlap of functions, confusion in the distribution of rights and responsibilities, and excess staff may arise. And this requires an immediate solution to the problem; a change in the basic structure becomes inevitable. Even the expansion of manufactured products and entry into various markets introduce completely new aspects to the organization. While these elements are small, they can fit into the existing structure. But as soon as they take on enormous dimensions, transformation becomes inevitable. Scientific advances in management also have a great impact on organizational structures. New positions and functional units appear, and decision-making processes change. All this leads to change.
The company is in a constantly changing economic environment. Some changes occur abruptly, because of which the normal functioning of the enterprise becomes unsatisfactory. More slow changes are more fundamental in nature. An enterprise may switch to other areas of activity or move to new means and methods of management in previous areas. In any case, the most likely result will be a change in the main management tasks, and hence a new organizational structure.
Making decisions about changing the management organization is a very difficult empirical process. The structure of large enterprises has become unusually confusing due to numerous changes. But it can be improved for use, and there are several possibilities for this:
1.Improving structures through internal reserves, including decentralization, delegation of authority to lower levels.
2.Replacement of mechanistic structures with adaptive ones.
3.Creation various forms adaptive structures within a mechanistic structure, for example, by creating business centers, brigade structures, project groups.
Nowadays, it is even necessary to look not so much for a specific, permanent structure, but rather a temporary one, which will reflect a certain stage of development of the enterprise. The structure fixed in schemes and charters finds less place in the projects of the organization.
Zconclusion
When studying this topic, I considered the following questions:
1. The concept of organizational structure and its determining factors is given.
2. Attention was paid to the choice of the type and type of structures.
3. The positive and negative aspects of various structures were identified.
In conclusion, I note that the effectiveness of management is largely related to the choice of organizational structure. The structure can be compared to the frame of a building, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Modern structures are increasingly dependent on external, extremely rapidly changing conditions of their functioning. These conditions include intense competition, rapid technological development, stricter requirements for the intelligence and potential of personnel, and an increase in their autonomy and responsibility. Each organization has a very complex technical and economic structure. And the choice of strategy for its operation, the specific method of interaction and linkage of links, determines, if not the success of the enterprise as a whole, then a very significant part of it.
WITHlist of literature
1. Abchuk V.A. Management: training manual.2nd edition. - St.-Pb.: Publishing house Mikhailov V.A. 2004.-463 p.
2. Anikin B.A. Higher management for managers: textbook. - M.:INFRA-M.2000.-136 p.
3. Vesnin V.R. Management: textbook. 3rd edition, revised. and additional - M.: TK Welby, Prospekt Publishing House. 2006.-504 p.
4. Vikhansky O.S., Naumov A.I. Management: textbook. - M.:Gardarika, 2001.-528 p.
5. Vikhansky O.S., Naumov A.I. Management: textbook. 4th edition, revised. and additional - M.: Economist. 2005.-670 p.
6. Galenko V.P., Strakhova O.A., Fatsbusheich S.I. Personnel management and enterprise efficiency. - M.:Delo.2005
7. Gerchikova I.N. Management. 3rd edition. - M.: UNITY.2002.
8. Goncharov V.I. Management: textbook.-Mn.: Misanta, 2003.-62 p.
9. Gorinov P.E. Practical management. - St. Petersburg: MKD Partner. 2005.
10. Zholobov Yu.V. Control formula. Practical recommendations. - M.: Liberia-Bibiform. 2005.-168 p.
11. Klimovich L.H. Fundamentals of management: a textbook for students of secondary educational institutions.-Mn.: Design PRO, 2005.-144 p.
12. Logunova I.V., Makeeva O.B., Khatskevich L.D. New information technologies in the organization of small industrial business // Production organizer: theoretical and scientific-practical journal. - M.2004.No.1(20)-P.97-101.
13. Logunova I.V., Nepyshnevsky A.V. Methodology for studying OSUP // Economics, production organization and management at enterprises: materials from the university. scientific - practical conf. - Voronezh. 2005.-87 p.
14. Muravyov S.V. Express analysis of enterprise management structures. - M.: Higher School, 2005.
15. Fundamentals of management: a textbook for universities/D.D. Vachugov, T.E. Berezkina, N.A. Kislyakova and others; edited by D.D.Vachugova.-M.: Higher School, 2001.-367 p.
16. Fundamentals of management: textbook. - practical allowance/I.V. Baldin, N.P. Belyatsky, L.V Doroshek et al.-Mn.: BSEU, 2002.-112 p.
17. Pereverzev M.P., Shaidenko N.A., Basovsky L.E. Management: textbook. - M.:INFRA-M, 2002.-288 p.
18. Rumyantseva E.E. New economic encyclopedia. - M.:INFRA-M.2005.-VI, 724 p.
19. Control theory: textbook/Under. total ed. A.V. Gaponenko, A.P. Pankrutin.-M. Publishing house RAGS.2004.-558 p.
20. Ukolov V.F. Management Theory: textbook for universities. 2nd edition, additional - M. Economics. 2004. - 656 p.
21. Economics of an organization (enterprise): textbook/Ed. N.A. Safronova. 2nd edition, revised. and additional - M.: Economist. 2004.-618 p.
22. Yanchevsky V.G. Fundamentals of management: textbook.-Mn.: TetraSystems, 2004.-224 p.
Posted on Allbest.ru
...Similar documents
The concept and principles of constructing an organizational structure. Types of organizational structure. Types of bureaucratic organizational management structures. Types of organic management structures of an organization. Analysis of the organizational structure of OJSC "Chermetremont".
course work, added 11/12/2007
Concept and modern problems organizational structures, ways to solve them. Choosing the organizational structure of an enterprise using the example of Mikhailovsky GOK OJSC. Improving the organizational structure of the management of the crushing and processing complex (CCP).
course work, added 08/04/2011
Concept, principles of construction and typology of the organizational structure of an enterprise. Types of bureaucratic and organic management structures of an organization. Assessment of the structure and functions of management in a preschool institution, the need for their improvement.
course work, added 06/02/2011
The role of the management structure in efficient work enterprises. The concept and principles of constructing organizational structures. Analysis of the production structure using the example of an enterprise, its description. Ways to improve the organizational structure of an enterprise.
course work, added 01/21/2009
Types of modern organizational structures of the personnel management system. Description of methods for constructing organizational management structures of a trading enterprise. Analysis of the existing organizational structure of the enterprise and directions for its improvement.
course work, added 11/26/2014
Concept and types of management; principles and approaches to building and choosing the organizational structure of an enterprise. Analysis of traditional types of organizations, their positive and negative sides. Determining ideal directions for the company's development.
course work, added 02/04/2014
Formation and principles of building an organizational structure. Typology of management structures of modern organizations. Analysis of the labor potential of the organization of IP Ulanov, the economic effect of improving the organizational structure of the enterprise.
thesis, added 10/16/2011
Principles of constructing an organizational structure for enterprise management. Classifications of organizational structures and their characteristics. Development of proposals and measures to improve the organizational structure using the example of Alfa-Bank.
course work, added 09/26/2011
Characteristics of JSC IDGC of Center and Volga Region, specifics of the organizational culture of the organization. Brief description of the activities of some departments, positive and negative aspects of the organizational structure. Identifying problems and ways to improve it.
course work, added 07/17/2012
Concept, principles of construction and types of organizational structures of an enterprise. Indicators and criteria for the effectiveness of the organizational structure, directions for its optimization. Ways to build relationships between management levels and functional areas.
The most important problem is staffing the project development team and establishing organizational forms of work for its members (designers). It is necessary to select an organizational management structure (OMS) and develop a system of labor motivation. These two areas are closely related.
The most preferred type of operating system for project work is a matrix structure, which best corresponds to the program-targeted nature of project activities. The matrix OSU is based on a functional structure, the relationships in which are built on vertical connections - “manager - subordinate”. To solve specific project problems, temporary creative teams (TCTs) or temporary project groups (TPGs) are created in this structure, headed by project managers. These groups are staffed by specialists from the relevant functional departments. The interaction of project managers (PMs) with functional departments is carried out horizontally, and it also overlaps with traditional vertical communications.
The contractor in a matrix structure reports to two managers: his immediate manager of the structural unit and the project manager. In this case, the RP does not need to control the developers. He concentrates his efforts on the coordination and methodological part of the project, i.e. what should be done and when. The functional head of the department, on the contrary, does not need to coordinate individual parts of the project.
His main task is to determine who and how will carry out the part of the project assigned to his department.Due to these features, matrix OSU provides high quality work, short development time, low costs and high efficiency of work.
Temporary scientific(creative) teams can also be created outside the formal structure of the organization. In this case, they represent a group of scientists and (or) specialists who have voluntarily united for joint scientific and innovation activity for the period necessary to solve the task and obtain the desired result, without forming a legal entity.
The initiators of the VNC can be legal entities that finance research, development or utilization of their results, as well as employees who have received financial resources. The composition of the VNK is formed at the organizational meeting, and its numerical and personal composition is determined depending on the nature, volume and timing of the project.
Such temporary teams are created on the basis of a contract agreement, which is concluded between the head of the enterprise (organization) at which the VNK is created, and the head of the temporary research team.
The contract and the documents attached to it (technical specifications, schedule, cost calculation) stipulate:
Requirements for the project, its parts and final results, as well as the form of their presentation;
Conditions for performing the work (terms for completing the work and its individual stages, the procedure for the customer to provide the information, equipment, materials, production and other areas necessary to complete the work);
Obligations of the parties and the extent of responsibility for compliance with the obligations assumed by each party, as well as the conditions for termination of the contract at the initiative of one of the parties;
Ownership rights to the results of work, conditions of confidentiality and protection of the rights of authors to objects of industrial property created by them, the procedure for transfer to third parties, etc.;
The amount of remuneration for work performed and the procedure for its payment.
It should be borne in mind that work under a contract is carried out by members of the VNK in their free time from their main work and is not a part-time job. This is their fundamental difference from creative teams created in functional departments when working on a project within a matrix structure. The experience of the VNK is very useful when organizing work on projects within the formal structure of the organization, since the VNK allows you to make full use of the creative potential of employees and maneuver resources in the process of creating an innovation project.
Thus, in a matrix OSU, the project manager is the main character. He is responsible for the result of the work, including production costs, development time and quality of the project (product).
The functions of the project manager include the following:
consulting assistance to the customer in the development and implementation of the project;
Selection of designers and contractors;
Drawing up work plans for the project;
Registration of acts confirming the completion of work (stages, substages, commissioning of objects for trial and industrial operation);
Drawing up materials for concluding contracts with customers and performers (counterparties) for carrying out work on the project;
Coordinating the work of all project participants;
Constant monitoring of compliance with project deadlines; scientific and technical level and quality of developments; spending funds on the topic;
Acceptance of work performed by contractors and contractors to create the project;
Preparation of reporting documentation for work performed.
The project manager is obliged to:
Encourage departments involved in the project to complete their project tasks;
Ensure that the work of departments is carried out taking into account the schedule, cost estimates and specifications;
Timely identify difficulties, errors, lack of resources, low quality of work;
Make timely adjustments to the project if necessary;
Inform all interested parties about the progress of the project.
One of the problems of matrix organizational structures is the overload of functional units. If there is an imbalance between the amount of work required for various projects and the capabilities in the respective functional units, conflicts arise between the project manager and department heads. In some cases, this problem can be solved with better planning of work and resources. However, this is usually possible when carrying out small and medium-sized projects. When creating large projects, these measures often turn out to be ineffective, since in these cases the complexity of communication networks increases sharply, which, in turn, leads to a slowdown in the decision-making and approval processes.
When creating large projects, the most effective form is the so-called project management. In this organizational form of management, the requirements of a systemic and program-targeted approach to management are implemented to a greater extent, according to which all project activities are considered not from the standpoint of the existing hierarchy of subordination, but taking into account the achievement of the final goal of the project.
The fundamental difference between project management and matrix management is that it creates complex bodies endowed with all the necessary powers. In the project structure, a special working group is created to solve a specific problem, which is dissolved after completion of work on the project. At the same time, the relevant personnel and resources previously involved in the work are returned to their units.
To solve problems of long-term development, a special division is created within the design organization or enterprise, which deals exclusively with strategic issues.A feature of project management is the subordination of each group member to only one leader, that is, unity of command. In this type of management, as a rule, controllability standards are observed, expressed in the number of subordinates per manager. It is difficult to maintain this principle in a matrix structure. Equally important is the rational distribution of powers and responsibilities between the levels of the management hierarchy, which helps to establish order, prevent duplication and parallelism in work, and open discussion of new ideas and proposals.
The main link in project management becomes the project group (workshop, bureau, laboratory, etc.). Its number depends on the complexity of the project. In small projects, the project team can consist of only 6-8 people, which allows its leader to interact directly with each performer. To carry out large projects, numerous groups are created with a two- and three-level management structure, in which the heads of the group’s structural divisions can specialize according to the following characteristics:
Functional basis, for example, by design functions;
Subject matter (individual sections of the project, products or special types of work);
Territorial basis (parts of the project located in different regions of the country during the construction of facilities).
The composition of performers in project groups may change. Some of them, upon completion of work, can return to their functional units and be replaced by new employees. Experience shows that the optimal period for the functioning of project teams is a period of time of 1.5-2 years, after which a decline in efficiency is observed.
Project management has the following advantages:
responsibility for the final results of work increases;
Ensures prompt implementation of several complex projects;
The priority of the general, global goals of the organization over private, local goals of a functional nature is ensured;
The solution of operational tasks is decentralized, which allows for a flexible and prompt response to changes in external and internal conditions;
Project development timeframes are reduced;
The efficiency of resolving current issues increases;
The degree of balance between the work program and the resource provision of the project increases;
The objectivity of assessing the activities of project participants, etc., increases.
Schematic diagram The structure of project management is shown in Fig. 10.3.
Choosing a specific type of organizational management structure for project-based organizations is not an easy task. Special studies show that the use of project and matrix structures is effective under the following conditions:
The project being developed must be unique;
Happening frequent change design tools and methods;
The group's work on the project should be temporary;
The presence of a synergistic effect (the solution to the problem depends on the common efforts and abilities of the project team members).
An organization specializing in the development of numerous but small projects with a standard structure may choose a functional structure in which specific functional units are allocated to perform individual functions. On the other hand, a company engaged in large, complex projects with long development periods will give preference to a project structure. For firms operating in multiple, complex technologies, such as the chemical industry, a matrix organizational management structure is preferable.
Coursework
Choosing the organizational structure of an enterprise
INTRODUCTION…………………………………………………………………………………31. Theoretical basis for choosing the organizational structure of an enterprise………………….………… ………………………..5
1.1 Concept and principles of constructing an organizational structure……...……5
1.2 Types of organizational structures………………………………………………………8
1.3 Types of bureaucratic and organic management structures of an organization………………………………………………….………………….12
2 Analysis of the study of the organizational structure of OJSC “Lesosibirsk LDK No. 1”……………………………………………………23
2.1 Brief production and economic characteristics of the enterprise...23
2.2 Analysis of the organizational structure of OJSC “Lesosibirsk LDK No. 1”…..31
CONCLUSION……………………………………………………….……………………………..44
LIST OF REFERENCES……………………..………….46
Introduction
The relevance of this chosen topic is that increasing the efficiency of an enterprise is largely determined by the organization of the management system, which depends on the clear structure of the enterprise and the activities of all its elements in the direction of the chosen goal.
The need to improve the management system at modern stage determined by many factors. This includes optimization of the number of management staff and its functions; implementation of automated control systems and development of decision-making systems.
The management structure includes all goals distributed among various units, the connections between which ensure the coordination of individual actions for their implementation. Relationship between structure and key concepts management - its goals, functions, process, functioning mechanism, people and their powers indicates its enormous influence on all aspects of the organization's work. Organizations create a structure 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).
There are different types of organizational structures (linear, linear-functional, functional, matrix, project, divisional, brigade). But not every type of organizational structure is appropriate for an organization. Therefore, each organization itself develops an organizational structure, which should define a system of responsibility, reporting relationships, and principles for uniting employees into groups. In addition, the structure must contain mechanisms for connecting and coordinating the elements of the organization into a coherently working whole.
Thus, the course work pays great attention to the principles and methods of formation, the choice of the type of management structure, the study of trends in their construction and the assessment of their compliance with the tasks being solved.
Object of study OJSC "Lesosibirsk LDK".
The purpose of the study is to improve the choice of organizational structure of an enterprise.
Research objectives:
1. Study the theoretical foundations of organizational enterprise;
2. Consider the analysis of the study of the organizational structure of enterprise management using the example of OJSC “Lesosibirsk LDK”;
1 Theoretical basis for choosing the organizational structure of an enterprise
1.1 Concept and principles of building an organizational structure
Organizational structure is one of the main elements of organization management. It is characterized by the distribution of management goals and objectives between departments and employees of the organization (4; p. 105).
The organizational structure of management is the totality of all elements and links of the management system and the permanent connections established between them (Fig. 1.1). It expresses a certain technology of management activities, processes of division and cooperation of labor in the field of management, and the sequence of implementation of management procedures. It also connects the structure and functions of management (9, p. 12).
The organizational structure of management determines the subordination and coordination of production units and management services of the organization.
The organizational structure of management (organizational structure of management) is a combination of individual links in their interrelation and subordination, performing various management functions of the organization, and characterizes one of the basic elements of the management system.
The organizational structure of management, its types and parameters depend on many factors and are determined by the size of the organization, the nature and type of production, the type of activity, the level of intra-production specialization and cooperation, the nature and complexity of the product.
First of all, the organizational structure of management is determined by the production structure of the organization. At the same time, it has a significant impact on changes in the production structure, since the complication of the first leads to the creation of redundant workshops, sections and services.
The organizational structure of the management body (apparatus) is a unity of divisions, each of which is designed to perform certain functions in managing the organization and is interconnected and subordinate to other divisions.
Rice. 1.2 Two-level organizational structure of enterprise management
 |
Rice. 1.3 Multi-stage organizational structure of enterprise management.
The number of links and steps in the management apparatus of an organization is determined by the following factors: production structure; the nature, range and volume of products produced (services provided); number of employees; the level of mechanization and automation (computerization) of the work of managers and specialists; the complexity of the production process; the level of specialization of production and the degree of development of cooperation.
When forming the management apparatus, it should be borne in mind that its structure largely determines the content, validity and speed of communication of decisions made to executors, the reliability and efficiency of the information received, the content of the work of managers and executors and structural divisions. This means that the organization’s management apparatus must be: firstly, operational, i.e. perform the functions assigned to him in a timely manner; secondly, it is reliable, providing an unambiguous, reliable display of the actual state of production and the results of decisions made; thirdly, it is optimal, which means ensuring that the best technical, technological, organizational, economic, social and
environmental aspects of the production and economic activities of the organization through their multivariate elaboration; finally, fourthly, it is economical, i.e. efficiently perform the functions assigned to it at the lowest cost, while ensuring a reduction in administrative and management costs for the production and sale of products (services).
1.2 Types of organizational structures
Types of organizational management structure have gone through a complex path of development under the influence of improving the production structure of enterprises, concentration and specialization of activities, and scientific and technological progress. The beginning of this path is characterized by the emergence of a linear organizational management structure, the replacement of its functional one, then the replacement of the last by a linear-functional management structure, etc.
The variety of internal and external relations of the organization, the high organizational and technical level and complexity of production technology, the development of concentration, deepening specialization, dynamic changes in the external environment have led to the formation of various types of organizational management structures.
In modern management, there are two types of organizational management structures - bureaucratic and organic, each of which has its own specific features and, therefore, areas of its development.
The bureaucratic type of organizational structure of management was historically the first to be formed. The main conceptual provisions of a rational bureaucracy are the following:
1. Organization is, first of all, order, the starting point of which is the labor behavior of personnel, directed in a certain direction.
2. The necessary behavior of personnel is achieved by regulation: distribution of tasks, dissemination of relevant information, delimitation of powers.
3. The general order of regulation is achieved as a result of the creation of management levels, which leads to the formation of hierarchy levels (hierarchical connections).
4. The advantages of a hierarchical organization are achieved:
A long period of use of effective methods of labor organization, common in different levels management;
Predictability of the behavior of members of the organization both in their internal communication and in contacts with the external environment.
5. Limitation of the behavioral range of employees by current rules (instructions), which creates the preconditions for uniform behavior of personnel.
6. The use of general (standard) rules of organizational behavior increases the effectiveness of coordination actions in the organization.
The main thing in bureaucratic organizational structures of management is the “position”, and not the “person” with his individuality. As a result, an organization that uses bureaucratic organizational management structures becomes “rigid”; its development is possible exclusively thanks to activities carried out from the outside.
In addition, the functional specialization of elements of the bureaucratic type is characterized by unevenness and different rates of change in its development, which leads to contradictions between individual parts of the organization, to inconsistency of their actions and interests (8; pp. 112-113).
The bureaucratic type of organizational management structure has varieties, among which the most common ones can be identified: linear, functional, linear-functional, line-staff, divisional management structures of the organization.
In the 60s More flexible organizational structures have emerged, which, compared to bureaucratic ones, are better adapted to rapid changes in economic conditions and the introduction of technical and technological innovations. They are called organic, or adaptive, structures. (6; p. 99)
The organic type of management organizational structures involves: improvisation of management activities instead of planning; flexibility of structures instead of rigidity bound by rules and regulations; collegiality in decision-making instead of authoritarianism; trust among staff instead of authority. In addition, the integrating goal of this type of organization is the development strategy of the organization, the rules of work of the management personnel are the principles, the distribution of responsibilities and work between personnel is determined by the nature of the problems being solved and, finally, there is a constant readiness for progressive changes in the organization.
This type of organizational management structure is effective in conditions where the organization’s activities are associated with active work to improve the products and services produced, taking into account the latest achievements of science and technology, since in this case a new approach to organizational problems is required. The uncertainty of the external environment, the variety of influencing factors that determine the internal structure of the organization, cause the emergence of unique situations that cannot be resolved within the framework of a rigid (bureaucratic) management organization. The organic type of organizational structures with this approach ensures the natural adaptive development of the organization, the uniqueness of which is determined by increasing interaction with environment and the need to solve emerging, sometimes new problems.
The basic principle of building such structures is the autonomous ability to fulfill goals and objectives, as well as their rapid adaptation (adaptation) to changes.
One of the possible forms of organizing the management structure in such conditions is the creation of flexible, problem-solving-oriented temporary systems that are combined into a single whole with the help of managers and specialists who formulate, evaluate and solve emerging problems.
Organic organizational management structures are simpler, have a wide information network, and are less formalized. Management in organic structures is decentralized. It is characterized by a small number of management levels, higher independence in making management decisions at lower levels of management, and partnerships between managers.
Organic structures began to be used during periods when competition increased sharply. Under these conditions, a timely and adequate response to changing market situations, which was impossible when using rigid traditional structures, began to acquire special importance. (5; p. 39)
Today, large organizations use two types of adaptive structures: project, matrix, team and target.
1.3 Types of bureaucratic and organic management structures of an organization
As noted earlier, the main types of bureaucratic management structures are the following: linear, functional, linear-functional, line-staff, divisional management structures of the organization.
The linear management structure has only vertical connections between elements and is built on the principle of hierarchy (Fig. 1.4). This structure is characterized by a clear unity of command. Each employee or manager reports directly to only one superior person and through him is connected with higher levels of management. Thus, a hierarchical ladder of subordination and responsibility is created in the management apparatus.
The main advantages of a linear management structure are the relative simplicity of selecting managers and implementing management functions. This organization of management ensures the speed of adoption and implementation of management decisions, the unity and clarity of management and eliminates duplication of powers and inconsistency of orders.
The disadvantages of this type of structure include the disconnection of horizontal connections and the possibility of excessive rigidity. In modern production conditions, they require a high level of universal training from the manager, which in turn limits the scale of the department headed and the manager’s ability to effective management them. In addition, a large overload of information, a multiplicity of contacts with subordinates, superiors and related organizations leads to the fact that most of the manager’s time is spent on solving operational problems, and not enough attention is paid to promising issues.
Linear structures are typical for small organizations with up to 500 employees with a high level of technological or subject specialization, in the absence of broad cooperative ties between organizations. (5; pp. 36-37)
In the functional structure, each senior manager is delegated powers within the boundaries of the function performed (Fig. 1.5).
 |
Performers Performers
Rice. 1.4 Linear management structure.
Its essence lies in the fact that the performance of certain functions on specific issues is assigned to specialists. Specialists of the same profile are united in structural units of the management system and make decisions that are mandatory for production units.
Thus, along with the linear one, a functional organization also operates. The performers are in double subordination. Thus, the worker is obliged to simultaneously follow the instructions of his line manager and functional specialist. With a functional management structure, the line manager has the opportunity to deal more with operational management issues, since functional specialists free him from solving special issues. But management commands come from many functional services to one production unit or to one performer, and therefore the problem of mutual coordination of these commands arises, which creates certain difficulties. In addition, the responsibility of performers for fulfilling their duties is reduced due to depersonalization. (1; p. 98)
 |
Performers
Rice. 1.5 Functional management structure.
In a linear-functional organizational structure, combining the principles of linear, functional and staff management, the performance of special functions is closely intertwined with the system of subordination and responsibility for the direct solution of management tasks (Fig. 1.6.).
This structure is based on the regulation of linear and functional connections. In it, line managers have linear authority, and functional ones have functional authority in relation to subordinate line managers and linear ones in relation to their subordinates. Linear-functional organizational management structures are most effective in a stable environment, designed to use existing technologies and established markets, and promote effective production of standardized goods and services, focused on price competition. They have the advantages of both linear and functional.
The disadvantages of a linear-functional structure are violation of the principle of unity of command, difficulties in making and implementing agreed management decisions. A strict division of labor enhances the interest of each management body in performing only “its” function, which is typical for functional divisions. Therefore, when new, non-standard, complex, cross-functional tasks appear, there is a need for frequent approval of draft solutions at the highest level of management. (7; p. 47)
The linear-functional structure is used in medium and large industrial enterprises, design and research organizations with a staff of 500 to 3000 people.
 |
|
Performers Performers
Rice. 1.6 Linear-functional management structure
When a linear-functional structure is supplemented by a headquarters body, a linear-staff organizational management structure is formed.
The line-staff (headquarters) organizational structure of management is also built on the principle of functional specialization of managerial work, however, the main task of managers is to coordinate the actions of functional services at headquarters at various levels and thereby direct these actions in accordance with the general interests of the organization (Fig. 1.7).
The headquarters reports to the line manager (LR). It is not endowed with the right to make decisions, but only performs the functions of an advisory body preparing draft decisions.
 |
|
|
 |
|
||
 |
|
Performers Performers
Rice. 1.7 Line-staff management structure
This structure, thanks to the unification of functional specialists in one management body, ensures the efficiency and quality of decisions due to their comprehensive justification. It practically eliminates conflicting orders and allows line managers to be freed from coordinating the work of various services.
The main advantages of a line-staff management structure are a significant increase in the efficiency of using management potential to solve emergency problems.
However, management systems with a line-staff structure do not effectively solve new problems (transition to the production of new products, changes in technology, etc.). In addition, additional costs are required for the creation of special councils, boards, and commissions for coordination and decision-making.
A line-staff management structure is created to eliminate the consequences of natural disasters and promptly solve extraordinary problems.
Divisional organizational structure. The new organizational structure is especially evident in large enterprises with a wide range of goods and services, rapidly changing equipment and technology that responds to changes in the needs and demand of society for the latest consumer goods (Fig. 1.8).
Rice. 1.8. Divisional management structure.
The division of functions is no longer limited only to the classical principle: production - supplies - finance. At large enterprises, departments subordinate to them begin to specialize in the production of any one product or increase the range and sale of all products. This entails the emergence of a product structure. The expansion of enterprises with these products beyond their region and even national borders leads to the need to create territorial structures. The unpredictability and instability of the external environment require managers to create an innovative structure, where special departments develop, master and prepare for mass production of new types of products or services. In many large companies, the sales area has grown into entire marketing departments, where market structures are the basis for structuring. Such organizational structures received a certain independence and the right to manage the funds belonging to them not strictly according to instructions, but in accordance with the rapidly changing external environment and internal capabilities. Local initiative has increased, which is implemented by those who come forward with it, while at the same time being fully responsible for the result obtained. It became possible to respond more quickly and effectively to changing situations and to take into account new needs.
But divisional structures, like functional ones, are not free from shortcomings. Thus, the process of monitoring the actions of new structures has become significantly more complicated. Negative results of work can only appear over time, when it is too late to correct the situation from above. The expansion of horizontal connections, for all its positiveness, brings a weakening of vertical connections. Difficulties may arise due to duplication and confusion in the network of commands and management decisions. Excessive autonomy of parts of the organization can lead to a complete loss of influence on the part of central structures, and, consequently, subordination to common goals and objectives.
Types of organic management structures of an organization
The first of this group is the matrix management structure (Fig. 1.9).
|
|
|
|
Rice. 1.9 Matrix management structure
The matrix structure combines two types of structures: linear program-target structure. Management is built vertically (linear structure) for individual areas of activity (production, supply, sales, etc.). Horizontally (program-target structure) management of programs, projects, and topics is carried out.
When determining horizontal connections, a program (project) manager and his deputies for individual topics are appointed, a responsible executive in each specialized unit is appointed, and a special program management service is organized.
Work is ensured by creating targeted units where leading specialists unite to jointly develop the program. The program manager determines what should be done and when, and who and how will do this or that work is decided by the line manager.
Thus, the matrix management structure supplemented the linear-functional organizational structure with new elements. This created a qualitatively new direction in the development of program-targeted and problem-targeted forms of management. These forms contribute to the rise of managers' creative initiative in increasing production efficiency. Matrix management structures facilitate the restructuring of production based on the latest technological processes and more productive equipment. (1; p. 100)
The advantages of the matrix structure are significant opportunities for the effective use of the organization’s personnel potential when setting and solving new problems.
Matrix structures, like other organizational structures, also have disadvantages. There are often tendencies towards anarchy in them due to unclearly defined rights and double subordination of workers. Groupism and struggle for leadership in the field of science, technology and technology are emerging. There may be snobbery and hostility between the “upper” and “lower” links of the matrix during the work. (6; p. 101)
Project organizational management structures are used in organizations engaged in targeted changes in the existing or created management system. As a rule, such a system has several changing goals, and the process of managing it includes defining goals and functions, forming an organizational structure, planning and organizing work, and coordinating the actions of performers.
The form of implementation of the project organizational structure of management is the creation of a special unit that works for the time necessary to implement a specific problem (project), for example, the development of new technologies in training and production. With this form of organizational management structure, the project manager is vested with project powers and is responsible for business planning, spending allocated funds, material and moral motivation of workers, and most importantly, developing a project management concept - priorities, distribution of tasks and responsibility for their implementation.
The project type of management organizational structure has great flexibility and versatility, simplicity, efficiency, and most importantly, it allows you to simultaneously develop several problems (projects). To carry out work on the implementation of several projects, a headquarters consisting of project managers can be created.
The brigade organizational structure of management is a multi-level hierarchical system of teams, each of which consists of managers and performing specialists.
The principles of the formation of brigade structures are the following: autonomy of the brigade, versatility in the composition of the brigade personnel, independence in decision-making, independence in coordinating the activities of the brigade with other brigades, replacement of rigid bureaucratic-type connections with flexible ones.
A team formed in accordance with these principles is headed by a leader who manages the team in accordance with the concept of a group form of management, including mutual assistance, interchangeability, personal responsibility, focus on customer needs, and active cooperation in solving the problem as a whole.
Each such team should include specialists with universal knowledge and skills who can provide management flexibility when changing tasks. The labor motivation system should also be flexible. To do this, it is based on the principle of economically beneficial cooperation, interest in the growth of income and profit, and the remuneration of each team member is linked to overall results.
The hierarchy of building a brigade organizational structure provides for entry into the very top brigade of senior managers of the organization. Each of them is assigned responsibility for one major (main) area of the organization’s activities. At the second level, the number of teams is determined by the main activities of the organization, i.e. should be equal to them, etc. Each brigade can be given the status of independent self-supporting units (divisions).
The advantages of a brigade organizational structure of management are: improving the quality of customer service, accelerating processes associated with updating products and services, their production technologies; focus on relatively low-capacity market segments, focus on fighting competitors for markets.
The target organizational management structure is a combination of several types of organizational structures. It should be used in cases where the goal is unconventional. Thus, in vocational education organizations there is a problem of inter-organizational cooperation, the formation of a system of continuous professional education, and integration with economic sectors.
Correlative characteristics of the basic categories of the organization are proposed in the Appendix.
2 Analysis of the study of the organizational structure of OJSC "Lesosibirsk LDK No. 1"
2.1 Brief production and economic characteristics of the enterprise
OJSC Lesosibirsk sawmill and woodworking plant No. 1 is the largest producer of Angarsk pine lumber, a manufacturer of fiberboard, and the leader of the Russian economy among the country's wood processing enterprises. It has been operating in the global forest products market since 1969. The company is widely known in Europe, Africa, and the Middle East. In the business world, OJSC Lesosibirsk LDK No. 1 has a reputation as a reliable partner.
OJSC Lesosibirsk LDK No. 1 includes more than 25 workshops and divisions. The main workshops include a lumber warehouse, a sawmill, a workshop finished products, drying and packaging workshop, fiberboard plant, furniture production workshop, transport workshop. In addition, there are auxiliary workshops and services serving the main production: mechanical repair shop, electrical repair shop, repair and construction shop, steam and water supply shop, sewerage treatment facilities, heat supply areas, housing and communal services.
The lumber warehouse is one of the main workshops of the plant, providing summer time unloading wood from the water with supply to the pool for further sawing and stacking of round timber for storage, and in winter - dismantling of stacks with supply to the pool.
The first log hauler was built in 1968 to unload timber from the water and deliver it to the pool. The stacking and dismantling of round timber stacks was initially carried out using winches. With the help of the second log hauler, built in 1969, timber was supplied to the pool from vehicles unloaded onto the log haulers by a winch.
The first radial cable crane for stacking round timber was put into operation in 1970, the second in 1973. In 1971, a BKSM-5-5B crane was installed, and in 1972 - a KB-572 crane, with the help of which wood was unloaded from the water and loaded onto vehicles.
In 1973, a group of leading specialists of the plant developed and put into operation a fundamentally new line unloading raw materials from water: KB-572 crane – shuttle trolleys – radial cable crane for more complete filling of the raw material warehouse area in an area inaccessible for stacking with the RKK-20 No. 1 crane
To supply timber to the pool from stacks laid by KB-572 cranes No. 3 and No. 4, log hauler No. 3 was built. Currently, radial cable cranes No. 1 and No. 2 provide stacking of round timber.
Raw materials are unloaded from the water using portal cranes KPP-16/30 No. 1 and KPP-16/30 No. 2.
Vehicles are unloaded using portal cranes KPP-16 No. 3, No. 4, No. 5 with stacking in sling containers. The supply of timber to the pool from stacks laid by cranes is carried out by log haulers No. 1, 2, 3.
Currently, wood is unloaded from water:
Two log haulers;
Two shuttle unloading lines, where unloading from the water and loading onto carts is carried out by KPP-16 cranes No. 1, 2, using slings and unloading of carts by a radial cable crane with an MLTI-20 grab.
Forest stackers – with loading onto vehicles and unloading with KPP-16 cranes “3, 4, 5.
The finished products workshop provides atmospheric drying of lumber, storage and shipment of products to the consumer by water or rail.
The territory of the CGP is divided into three parts: two sections for export lumber, the third for low-grade lumber. Currently, the plant uses a batch method for handling lumber for export and domestic use.
The first cranes here were put into operation in 1969: one overhead cable crane, two BKSM-14 PM2 at the berth.
Thin-size lumber was stacked using a forklift in round stacks, thick-size lumber was placed in drying-rack bags and installed in stacks using a bridge crane. During 1970 - 1976, thin-dimensional export lumber began to be stacked in slatted bags (Leningrad method) and installed in stacks using a BKSM-14 PM2 crane.
Currently, the plant uses a batch method for handling (moving) lumber, that is, the technological cycle involves immediately batching lumber for export and domestic use. The exception is sections 75x200, 75x225, 25x275, which are packaged after atmospheric drying. Short lumber 1.5 - 2.4 meters long (divided) is stacked in slatted stacks and also packaged after atmospheric drying.
There are currently 21 cranes operating at the CGP. And since 1972, due to market demands, export lumber has been shipped only in packages (previously it was in bulk).
The drying and packaging workshop provides drying, final processing, sorting and packaging of lumber. Bunching of lumber is carried out manually and mechanized.
In December 1970, a Valmet dryer with a capacity of 50 thousand m3 of conventional units per year, two bag-forming machines from Plvn-Cell, two trimming and marking installations from Raute, and a Sateko installation for sorting boards by length In November 1972, two more TMUs and one dryer were put into operation.
In 1982, a new drying and packaging workshop was put into operation using Finnish equipment, as part of a drying line from the Valmet company with a design capacity of 150 thousand m 3 of lumber per year, a sorting and packaging line of lumber from the Plan-Cell company with a capacity of 300 thousand m 3 per year.
90% of the total volume of packaged lumber is prepared using a mechanized method at the workshop’s installations. Since 1982, 90% of the total production of export lumber has been produced by the forestry workshop in unsorted form, subjected to chamber drying and final processing and packaging at CSIP installations.
Currently, packages are being prepared in areas of the old and new complexes.
At the site of the old packaging complex, the formation of drying rack bags is done manually. The doubling of bags or the formation of a drying stack is carried out using a TSM or Kalmar type forklift. Drying takes place in Valmet-1 continuous drying chambers. Final processing (trimming) and sorting by length is carried out at the Raute TMU. On the site of the old complex there are two mechanized sorting yards, specializing in thick-section lumber. In the period from October to April, lumber is sorted by length and placed on a slats for atmospheric drying. During the period from May to September, sorting of lumber that has undergone atmospheric drying, previously laid on a slate in “tadpole” bags.
The section of the new packaging complex consists of a stacking machine from Valmet, designed for the formation of drying stacks. The overall dimensions of the drying stack are 2.1 x 6.8 x 5.0 meters. Drying in this area is carried out in two blocks of drying chambers, 10 chambers in total. The stacks are moved by gravity-stacked trolleys along rail tracks. Final processing (trimming), sorting by length and grades is carried out on two packaging lines of the Plan-Cell company.
The transport workshop carries out the transportation of raw materials, lumber, process chips, sawmill and woodworking waste.
From the first years of the plant's operation, shipment of export lumber was carried out mainly by water. For shipment by water, two berths were built.
Since 1970, shipments have been carried out by rail; at first, these were deliveries only to intra-Union consumers.
After 1973 - also for export. Recent years Lumber is being shipped intensively for export all year round by rail through the ports of St. Petersburg and Novorossiysk. All lumber is shipped only in packages.
The plant for fiberboards (hereinafter referred to as fibreboards) with a capacity of 20 million m2 of boards per year was built on Polish equipment.
The raw material for the production of fiberboard is wood chips produced at chipping stations from sawmill waste and technical raw materials. If there is a shortage of our own wood chips, it is delivered from neighboring wood processing and timber transshipment enterprises.
The launch of the fiberboard plant made it possible to solve the problem of the integrated use of sawmill waste, as well as partially use “unusable” hardwood species (birch, aspen, and so on).
The board is hard, 3.2 mm thick, 1700x2750 mm in format, and is distinguished by its high quality and durability. It is used in furniture production, in construction, as a finishing material.
In 1992, a wood board lamination section was put into operation. Laminated wood board is produced by applying paper-resin and synthetic films to fiberboard by hot pressing using adhesive based on urea-formaldehyde resins.
The furniture production workshop has been operating since 1994. It was built in collaboration with the Italian company Lacedelli, with the active assistance of the companies ColellaLegnamiS.p.A. and YavaroneMeredionaleLegnamiS.p.A. The furniture is made from solid pine wood, natural wood colors, the highest purity of surface treatment, and original design. Varnishes and accessories are supplied by Italian partners. The range of furniture is very wide: a set for the kitchen, a set for the bedroom, a set for the living room, cabinets for books and dishes, door blocks and more.
The furniture produced at the plant has received high praise and recognition not only from specialists in Russia, but also from international exhibitions and fairs. The high quality and environmental friendliness of furniture made from Angarsk pine has been awarded with diplomas from Moscow, St. Petersburg, Khabarovsk, Novosibirsk, Kemerovo, Nizhny Novgorod and other fairs in Russia. Since 1995, the plant has been engaged in its own timber harvesting. Now the company has four logging branches.
OJSC "Lesosibirsk LDK No. 1" is constantly working to improve its production. Since the beginning of the century, the team has been developing projects for organizing production for deep processing of low-grade wood - complexes for the production of MDF and particle boards. The plant operates steadily, at full capacity production capacity, annually increasing production volumes. Currently, the company has more than 5,000 employees.
Main technical and economic indicators of the enterprise.
Technical and economic analysis is necessary to study the interaction of technical and economic processes and establish their impact on the economic results of the enterprise.
The main technical and economic indicators of the operation of the enterprise OJSC “Lesosibirsk LDK No. 1” are presented in Table 2.1.
Table 2.1 - Main technical and economic indicators of the work of OJSC "Lesosibirsk LDK No. 1" in dynamics for 2007-2009.
| Indicator | Change by year | Growth rate, % | |||
| 2007 | 2008 | 2009 | 2008/07 | 2009/2008 | |
| Number of days of work, days | 246 | 251 | 251 | 102,0 | 100,0 |
| Commercial products at current prices, thousand rubles. | 2104122 | 2399082 | 2693637 | 114,0 | 112,3 |
| Gross fibreboard, thousand m2 | 26216 | 27170 | 27878 | 103,6 | 102,6 |
| of which: commodity, thousand m 2 | 25120 | 26111 | 26780 | 104,0 | 102,6 |
| Gross lumber | 477,5 | 488,7 | 498,0 | 102,3 | 102,0 |
| incl. GOST 26002-83, thousand m 3 | 379,2 | 374,1 | 384 | 98,6 | 102,6 |
| GOST 8486-86, thousand m 3 | 100,4 | 112,3 | 116,0 | 111,8 | 103,3 |
| TO 13133, thousand m 3 | 36,0 | 34,0 | 35,0 | 94,4 | 103,0 |
| of which commercial, thousand m3 | 452,5 | 458,4 | 465 | 101,3 | 101,4 |
| Raw materials cut, thousand m3 | 906 | 908 | 901 | 100,2 | 99,2 |
| Consumer goods, thousand rubles | 35264 | 34926 | 35116 | 99,04 | 100,5 |
| Procurement of assortments, thousand m3 | 6,3 | 8,1 | 10 | 128,57 | 100,6 |
| Removal of logs, thousand m3 | 0,8 | 0,9 | 1,0 | 112,5 | 111,0 |
| Total number, people. | 3155 | 3161 | 3157 | 100,2 | 99,87 |
| incl. PPP, pers. | 3001 | 3010 | 3020 | 100,3 | 100,3 |
| Payroll fund, thousand rubles. | 447146 | 490200 | 567295 | 109,6 | 116,0 |
| incl. PPP, thousand rubles. | 430814 | 448385 | 505943 | 104,1 | 113,0 |
| Wed. months salary PPP, rub. | 12056 | 14137 | 16923 | 117,3 | 119,7 |
| Absenteeism PPP, hours/days | 290 | 302 | 305 | 104,1 | 101,0 |
| Cost of sales, thousand rubles. | 2467973 | 2174268 | 4027850 | 88,1 | 185,3 |
| Sales revenue, thousand rubles. | 2508741 | 3224925 | 2343973 | 128,5 | 72,7 |
| Profit (loss) from sales, thousand. rub. | 68815 | 157654 | 239798 | 229,0 | 152,1 |
| Net profit, thousand rubles. | 65938 | 87114 | 95396 | 132,1 | 109,5 |
| Shipment of lumber, thousand m3 | 416 | 421,1 | 421,0 | 101,2 | 100,0 |
| Shipment of fiberboard, thousand m 2 | 23380 | 23991 | 24152 | 102,6 | 100,7 |
| Profitability | 0,027883 | 0,072509 | 0,116085 | 2,6 | 1,6 |
Analysis of technical and economic indicators of OJSC "Lesosibirsk LDK" in the period from 2007 to 2008. showed that positive trends are emerging in production activities. During the period under review, there is an increase in commercial output. In 2008, the increase compared to the previous year was 14.0%, in 2009 – 12.3%. This is explained by rising prices for manufactured goods and an increase in production volumes. The production of fiberboard in 2008 amounted to 27,170 thousand m 2, which is 3.6% more than in 2007, in 2009 it amounted to 27,878 thousand m 2, which is 2.6% more than produced in 2007. Shipment of fiberboard increased in 2007 compared to 2007 by 2.6%, in 2008 it increased by 0.7%. Gross output of lumber increased from 477.5 thousand m 3 over two years and by 2008 reached 498.0 thousand m 3.
The largest share in the structure of gross output of lumber is occupied by lumber that complies with GOST 8486-86- (3.3% in 2008). The growth rate of lumber according to GOST-26002-83 in 2009 compared to the level of 2007 was 1.3%, and according to GOST-8486-86 there was an increase of 3.3%, respectively. By 3.0% compared to 2009, the production of low-quality lumber corresponding to TO-13133 was increased. The volume of shipped lumber in 2007 compared to 2007 increased by 1.2%, in 2008 the figure increased by 1.0% compared to 2008, which indicates an increase in the lost positions in production in 2008.
In 2008, there was a decrease in the output of consumer goods: furniture, planed lumber and carpentry by 9.04% and an increase of 1.0% in 2009, respectively; output by the end of the period under review amounted to 35,116 thousand rubles. Fluctuations are associated with changes in consumer demand for a given group of goods.
During the period under review, the removal of assortments increased by 0.1 thousand m 3, which is 25%. At the same time, the procurement of assortments grew rapidly. The increase in 2008 was 12.5%, in 2008 – 11%. Thus, the increase over the period under review was 33.5%, which indicates the increasing role and need for assortments at the enterprise. Sales revenue during the analyzed period also grew at a rapid pace: in 2008, compared to 2007, the increase was 28.5%, and in 2009, compared to 2008, sales revenue decreased by 72.7%. This fact explained by rising prices for products, quality of goods
2.2 Analysis of the organizational structure of OJSC “Lesosibirsk LDK No. 1”
The organizational management structure of OJSC Lesosibirsk LDK is presented in Figure 2.1
The supreme governing body of the Company is the general meeting of shareholders. The company is obliged to hold an annual general meeting of shareholders (annual general meeting of shareholders).
In addition to annual meetings, Meetings may be extraordinary.
Voting at the Meeting is carried out on the principle of “one voting share of the Company - one vote,” with the exception of cases of cumulative voting for the election of members of the Board of Directors of the Company, and other cases provided for by law.
Shareholders of the Company who are collectively owners of at least 2 percent of the voting shares of the Company, no later than 60 days after the end of financial year, has the right to make no more than two proposals to the agenda of the annual general meeting and nominate candidates to the Board of Directors and the Audit Commission (auditor), the number of which cannot exceed the number of members of this body. The Board of Directors must consider the proposals received within 15 days and, in case of a reasoned refusal, notify the shareholders (shareholder) no later than three days from the date of its adoption.
An extraordinary general meeting of shareholders is held by decision of the Board of Directors on the basis of its own initiative, the request of the audit commission (auditor), the auditor, as well as the shareholder (shareholders) who owns at least 10 percent of the voting shares of the Company as of the date of presentation of the requirements.
During the period between general meetings, the management of the Company is carried out by the Board of Directors within the limits of the competence determined by the general meeting and the Charter.
The Board of Directors of the Company carries out general management of the activities of the Company, with the exception of issues within the exclusive competence of the general meeting of shareholders.
The quantitative composition of the Board of Directors is determined at 9 members.
The Board of Directors carries out its activities in accordance with the legislation of the Russian Federation, the Charter, decisions of the Meeting, as well as internal documents of the Company.
 |
Figure 1.1 - Organizational structure of the enterprise OJSC "Lesosibirsk LDK".
Members of the Board of Directors are elected at the annual Meeting for a period of one year, or at an extraordinary Meeting for a period until the next annual Meeting. Members of the Board of Directors exercise their powers as individuals.
Decisions of the Board of Directors are made by a simple majority of votes of its members present at the meeting. In case of equality of votes, the vote of the Chairman of the Board of Directors is decisive.
Management current activities The Company is carried out by the sole executive body of the Company - the General Director, who is a member of the Board of Directors. The responsibilities of the members of the Board of Directors, as well as directly of the General Director himself, are as follows:
When exercising their rights and fulfilling their duties, they must act in the interests of the Company, exercise rights and fulfill duties in relation to the Company in good faith and wisely.
They are liable to the Company for losses caused to the Company by their guilty actions (inaction), unless other grounds and the amount of liability are established by federal laws.
When determining the grounds and amount of liability, normal business conditions and other obligations relevant to the case must be taken into account.
If, in accordance with the provisions of this article, several persons are liable, their liability to the Company is joint and several.
Authority executive body Companies can be transferred by agreement commercial organization(managing organization) or individual entrepreneur (manager).
The General Director is accountable to the Meeting and the Board of Directors. Work in the Company is the main place of work of the General Director.
The General Director of the Company is appointed by the Board of Directors for a period of 1 year.
The General Director, without a power of attorney, acts on behalf of the Company, issues orders and gives instructions that are binding on all employees of the Company. The General Director does not have the right to enter into transactions provided for by the Charter without their prior approval by the Board of Directors. The end of the Director's powers occurs at the time of election of a new Director.
The competence of the General Director includes all issues of managing the current activities of the company, with the exception of issues falling within the exclusive competence of the general meeting of shareholders or the Board of Directors of the company. The director presides over general meeting shareholders and at meetings of the Board of Directors and organizes the implementation of their decisions.
The OJSC Lesosibirsk Sawmill and Woodworking Plant is dominated by a bureaucratic organizational structure. This structure is characterized by a high degree of division of labor, a developed management hierarchy, a chain of command, the presence of numerous rules and norms of personnel behavior, and the selection of personnel based on their business and professional qualities. This structure is called “rational” because it assumes that the decisions made by the bureaucracy are objective. Bureaucracy is often also called a classical or traditional organizational structure.
The role of functional bodies depends on the scale of economic activity and the management structure of the company as a whole.
Functional services carry out all technical training production; prepare options for resolving issues related to the management of the production process; relieve line managers from planning financial calculations, logistics of production and other issues.
Individual specialists or functional departments help the line manager in collecting and processing information, analyzing business activities, preparing management decisions, and monitoring their implementation, but they themselves do not give directions or instructions to the managed object.
The process of managing economic activities in an organization is associated with the organizational management structure adopted by it, which predetermines the entire management cycle. The basic activities associated with organizational structure - the creation of departments and services, the definition of the scope of management, the distribution of rights and responsibilities - are based on one or another theory of organization, according to which the organization is considered designed to achieve prescribed goals.
The main characteristic of an organization, as we already know, is the formal organizational structure of the organization’s management, i.e. deliberately established composition of units, hierarchy of positions, totality job descriptions, internal organizational regulations, guidelines, etc.
Organizational structure depends on the external environment of the organization. It is built in accordance with the strategic goals of the organization and is determined by the nature of the production process and the characteristics of the technology used. Therefore, it is not fixed, given once and for all, it can and should change. The organizer must be able to sense the need for reorganization and be ready to carry it out.
The organizational structure of management, despite the fact that it is a static part of the management system, due to the dynamism of the management system itself, must also develop. This process should not be spontaneous, but should be carried out purposefully. It is assumed that it is possible to obtain all the necessary information and increase its effectiveness through pre-planned changes in the combinations of individual elements of the organization, in their internal structures, and in the interrelation of individual elements of management technology.
The organizational structure of management has a number of features that distinguish it from the technical system. The main ones are the following:
The presence of a person (a person makes decisions);
Multi-purpose nature (multi-criteria);
Multiplicity of elements (complex system of interaction).
Changes in management structures associated with changes in the goals of the organization are mainly determined by two groups of factors. Firstly, factors reflecting the need to form and/or maintain competitive advantages in the relevant target markets, as well as the development of scientific and technical progress and the possibilities of using its results to improve the efficiency of the organization. Secondly, possible (tested by practice) forms and methods of improving the structures themselves. Such opportunities include:
Improving structures through internal reserves, including decentralization and delegation of authority to lower levels. Linear structures are turning into flatter ones by reducing the number of management levels with the simultaneous (as a rule) consolidation of functions and reduction of divisions at one hierarchical level;
Replacement of mechanistic structures with adaptive ones. Such a transition is the most radical form of reorganization of structures, but this requires a strong leader with a team;
Integration (creation) of various forms of adaptive structures within a mechanistic structure, for example, by creating venture innovation departments, business centers, brigade structures, project groups, etc.;
Creation of conglomerate structures. In this case, senior management retains only finances. Most conglomerates arise through external mergers;
Formation of structures of the future (modular and atomistic organizations), ensuring a general focus on the mass economy while simultaneously allowing for the production and release of non-standard products focused on individual ordering and serving the individual consumer. The introduction of these structures can be realized during the transition from the industrial phase of production organization to the information one.
Improving the organizational structure of management takes the form of searching for an alternative solution between centralization and decentralization of power functions. The desire to find an acceptable agreement between centralized and decentralized management leads to the need to create a management system that is characterized by centralized development of enterprise improvement and economic policy with decentralized operational management.
To strengthen the management function, they use: groups of innovations, a program-targeted approach, matrix structures. But the use of the concept of strategic business units of an organization when designing organizational management structures deserves the most attention. Here the principles are fully implemented: centralizing the development of strategy and decentralizing the process of its implementation, ensuring flexibility and adaptability of management, involving a wide range of managers at all levels in the management process.
An acceptable model for OJSC “Lesosibirsky LDK No. 1” at present could be a diagram of the organizational management structure using the concept of strategic business units (Fig. 3.1.) The organizational structure of management is based on the model of a diversified organization focused on strategic management. This approach involves decentralization of management of organizations.
|
Rice. 3.1 Diagram of the structure of an organization focused on strategic management.
The use of this model will allow:
1. Create a modern organizational management structure that adequately and promptly responds to changes in the external environment.
2. Implement a strategic management system that promotes effective activities organization in the long term.
3. Free the management of the association from the daily routine work associated with the operational management of the research and production complex.
4. Increase the efficiency of decisions made.
5. Involve all divisions of the association in entrepreneurial activity that are capable of expanding the range of products and services, increasing flexibility and competitiveness.
The upper level of management in this model can be represented by a standard management structure or another organizational and legal form. As we transition to a new management structure, the functions of senior management will change significantly. It is gradually freed from the operational management of divisions and focuses on the problems of strategic management of the economy and finances of the association as a whole.
A feature of this organizational structure is the allocation of strategic business units within the organization and giving individual production and functional units the status of profit centers. These divisions represent a direction or group of directions of scientific, production and economic activity with a clearly defined specialization, their competitors, and markets. Each independent unit must have its own goal, relatively independent of the others.
An independent business unit can be a department, a branch, a group of workshops or a separate workshop, i.e. be at any level of the hierarchical structure. Responsibility for each area is assigned to one manager - the director. The director is responsible for strategy; he must be ready to defend, within his powers, interests in the field of technology, production, and capital investments. At the same time, when distributing resources between various independent divisions, the plan of each of them must be clarified in order to balance the interests of the organization as a whole.
The choice of a strategic planning structure is determined by many factors: the complexity of the organizational structure of the enterprise, its specific properties, accumulated experience and planning traditions. However, in all cases the question has to be resolved: whether such a unit should be line or headquarters. There cannot be a definite answer to this question, because... its solution in each organization must be approached individually.
In our model of organizational management structure, independent business units are intermediate level power, through which strategic management is implemented, at the lower level of management there are profit centers created on the basis of the production and functional divisions of the organization. Operational production management is implemented through these centers.
The proposed way to improve the organizational management structure will allow OJSC Lesosibirsk LDK No. 1 to increase management flexibility, quickly respond to changes in demand and other environmental factors, increase employee interest in business activities, and save jobs.
This structure will allow for the gradual transition of managers and specialists from senior management to independently operating divisions and profit centers. This is due to the constant transfer of a number of management functions from top echelons to lower echelons and the need to staff them with qualified managers and specialists.
The new organizational structure is shown in Fig. 3.2.
CONCLUSION
This course work addresses the issue of “Choice of the organizational structure of an enterprise.”
The first part of the course work examines the theoretical basis for choosing the organizational structure of an enterprise.
Based on the foregoing, we can conclude that the organizational structure of management is precisely the connecting element that allows all disparate divisions to carry out their work in a coordinated manner, in a single key to the task assigned to the organization. It is absolutely logical that each enterprise engaged in a specific type of activity requires a certain organizational structure that would meet exactly the requirements that are presented to this enterprise in its specific conditions.
A sign of the classification of organizational structures of enterprise management is the type of organizational structure, which corresponds to the type of enterprise and includes certain types of organizational structures.
A methodological approach to the formation of an organizational structure for enterprise management is determined based on the results of a study of market conditions, the choice of a promising direction of activity, an analysis of the organizational structures of enterprises that produce similar products and the development of a strategic plan for the enterprise.
Consequently, the success of modern organizational structures increasingly depends on external, extremely rapidly changing conditions of their functioning. These conditions include intense competition, which is becoming global in nature, rapid technological development, stricter requirements for the intelligence and potential of management personnel, and an increase in their autonomy and responsibility.
Currently, the country is under transitional management, which emerged following the change in ownership patterns. In this regard, the fundamental paradigms of traditional management, inherent in the operating conditions of a market economy, the most important distinctive feature of which is permanent and uncompromising competition, have changed.
Transition management is associated with strategic management, strategic planning, flexible organizational structures (capable of adapting to rapidly changing market conditions), marketing services, etc.
In the second part of the course work, an analysis of the organizational structure of the enterprise OJSC "Lesosibirsk LDK No. 1" is considered, as well as recommendations and proposals are given for improving the organizational structure of the enterprise.
OJSC Lesosibirsk Sawmill and Woodworking Plant has a linear-functional management structure.
This structure assumes that the first (line) manager (general director) is assisted in the development of specific issues and the preparation of relevant decisions, programs, plans by a special apparatus of departments, consisting of functional units (directorates, departments, groups, bureaus), called services (headquarters) . Such units carry out their decisions either through the top manager, or (within the limits of special powers) directly convey them to specialized services and individual performers at a lower level. Functional units, as a rule, do not have the right to independently give orders to production units.
Thus, the proposed way to improve the organizational management structure will allow OJSC Lesosibirsk LDK No. 1 to increase management flexibility, quickly respond to changes in demand and other environmental factors, increase employee interest in business activities, and save jobs.
LIST OF SOURCES USED
1. Akberdin, R.Z. Improving the structure, functions and economic relationships of management divisions of enterprises under business forms: a textbook. / R.Z. Akberdin, A.Ya. Kibanov. - M., 2003. – 289 p.
2. Bykova, A. Organizational structure of management / A. Bykova. – M.: OLMA-PRESS Invest, 2007. – 160 p.
3. Kabushkin, N.I. Fundamentals of management: textbook / N. I. Kabushkin. - M.: New knowledge, 2006-336p.
4. Logunova, I.V. New information technologies in the organization of small industrial business / I.V. Logunova, O.B. Makeeva, L.D. Khatskevich // Production organizer: theoretical and scientific-practical journal. – 2004. - No. 1. - P.97 – 101.
5. Logunova, I.V. Economics, organization of production and management at enterprises: materials inside the university. scientific-practical conf. / I.V. Logunova, A.V. Nepyshnevsky. - Voronezh, 2005. – 122 p.
6. Nemkovich, E.G. Management of small and medium-sized businesses / E.G. Nemkovich, A.G. Smoked. - M., 2008. – 303 p.
7. Rumyantseva, Z.P. Organization management: textbook / Z.P. Rumyantseva, N.A. Salomatina. - M., 2005. – 266 p.
8. Smirnov, E.A. Fundamentals of Organization Theory / E.A. Smirnov. – M.: UNITY, 2008. – 321 p.
9. Fatkhutdinov, R. A. Production management: a textbook for universities / R. A. Fatkhutdinov. - St. Petersburg/Peter, 2007. – 496 p.
10. Fedorova, N.N. Organizational structure of enterprise management: textbook / N.N. Fedorov. – M.: TK Velby, 2003. – 256 p.
12. Takhoveeva, G. Production: about current affairs and prospects for the future at the Lesosibirsk LDK No. 1. / G. Takhoveeva // Dawn of the Yenisei. – 2006. – May 25.
14. Takhoveeva, G. Far and near timber industry / G. Takhoveeva // Dawn of the Yenisei. – 2007. –March 15.
16. Takhoveeva, G. Collective agreement. Agreed?! //G.Takhoveeva//Dawn of the Yenisei. – 2007. – October 18.
17. Utkina, E.A. Marketing [Text]/E.A. Utkina. – M.: EKMOS, 1998. - 16 p.
18. Faminsky, I.P. Fundamentals of foreign economic knowledge. [Text]/ I.P. Faminsky. – M.: International relations, 2004. – 480 p.
19. Eriashvili, N.D. Marketing: textbook for universities [Text]/N.D. Eriashvili, K. Howard, Yu. A. Tsypkin. – M.: UNITY-DANA, 2000. – 26 s.
