Test
on the topic:
Linear and functional management structures
Introduction
1 Linear management structure
2 Functional management structure
3 Linear-functional management structure
SITUATION
References
Introduction
Management structure is a set of stable connections between objects and subjects of management of an organization, implemented in specific organizational forms, ensuring the integrity of management and its identity with itself, i.e. preservation of basic properties under various internal and external changes.
The management structure, which represents a certain ordering of tasks, roles, powers and responsibilities, creates the conditions for the enterprise to carry out its activities and achieve established goals.
The diversity of structures is enhanced when we take into account differences in the field of activity, in the nature and complexity of the products produced, in the size, degree of differentiation and territorial location of enterprises.
1 Linear management structure
Linear management structure (Fig. 1) is a structure in which management influences transmitted to other levels of production and management include administrative functions (organization) and procedures (decision making).
In addition to administrative functions, the manager can assume other functions necessary for the performance of work by a specific performer. At the same time, there may be no feedback informing the manager about the progress of the work. The manager in such a structure is called linear.
Administrative functions and procedures may be delegated to key managers at lower levels of the management structure. The contractor can also transfer part of his work to a lower level and act in relation to him as a line manager.
Rice. 1. Linear management structure
The linear structure is used in small firms with homogeneous and uncomplicated technology.
Advantages of a linear structure:
Ease of construction;
Receiving consistent assignments;
Full personal responsibility for work results.
Flaws:
Effective only for small organizations;
Difficulty in coordinating production and management processes;
The need for a manager to have a breadth of knowledge and experience at the expense of specialized knowledge in individual functions.
A variation of the linear structure is the line-staff management structure, which is formed by creating specialized services (headquarters) under each line manager. For example, under a production manager, supply, assembly, packaging, transportation, etc. services are created, endowed with deliberative and executive rights.
With this type of management structure, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct implementation of tasks for the design, production of products and their delivery to consumers.
2. Functional management structure
Functional management structure is a structure in which management impacts are divided into linear and functional and each of these impacts is mandatory for execution. Functional connections implement a set of any general and specific management functions. The functional structure is a modernization of the linear-staff structure. The difference is that the staff of the headquarters of the functional structure is not endowed with deliberative and executive rights, but with the right of leadership and decision-making.
The functional structure is the most widespread form of organization of activities and occurs in almost all enterprises at one level or another of the structure. Creating a functional structure comes down to grouping personnel according to the broad tasks they perform (production, marketing, finance, etc.)
In this structure, the general manager and heads of departments (technical, economic, etc.) divide their influence on the performer by function. The general manager only coordinates the actions of department heads and performs a limited list of his functions (Fig. 2).
Each manager performs only part of the functions necessary for a specific performer to perform the work. At the same time, there may be no feedback informing managers about the progress of work. However, this is more of a disadvantage than an advantage. Managers in such a structure are called functional.
The contractor can also transfer part of his work to a lower level. Thus, one executive can be simultaneously subordinate to several functional managers.
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Fig.2. Functional management structure
The chain of command comes from the president (CEO) and flows from top to bottom. Management of sales organization, financial issues, data processing and other functions that are characteristic of a particular enterprise is carried out by vice presidents. Managers report to them. And so on, down the hierarchical ladder, tasks are subject to further functional division in accordance with processes.
Functional organization aims to stimulate quality and creativity, as well as to strive for economies of scale in the production of goods or services.
However, maintaining interaction between different functions is a complex and often problematic task. The implementation of various functions involves different terms, goals and principles, which makes it difficult to coordinate activities and their scheduling. In addition, functional orientation is associated with preference standard tasks, encouraging narrowly limited perspectives and reporting on performance.
Advantages of a functional management structure:
Attracting more competent specialists in a specific area to management;
Efficiency in solving non-standard situations;
Rapid growth in the professionalism of functional managers.
Disadvantages of the functional structure:
Violation of the principle of unity of command;
Responsibility is impersonal;
Difficulty coordinating the activities of all departments.
A variation of the functional structure is the functional-object management structure. This is the case when the most qualified and experienced specialists are allocated in the functional divisions of the management apparatus, who, in addition to their main functional responsibilities Responsibility is assigned for the performance of all work on a particular object at a given enterprise (organization). These specialists assign work on the objects entrusted to them not only within the framework of their functions in their department, but also on all similar issues in other departments. They interact with all employees performing work on the site, being their managers. At the same time, in relation to the performance of work on other objects, they act as executors and must follow the instructions of other specialists - those responsible for other objects.
The functional structure is not suitable for organizations with a wide range of products, operating in an environment with rapidly changing consumer and technological needs, as well as for organizations operating on a broad international scale, simultaneously in several markets in countries with different legislation. The logic of this form is centrally coordinated specialization. It is difficult to trace the contribution of each resource element along the value chain to the final result and the overall profitability of the organization. In reality modern trend to disintegration (i.e. purchasing rather than producing components, etc.) reflects the understanding of many firms that the necessary coordination of costs and resources used affects performance.
A functional organization can fail due to misapplication because the logic of this organization is one of centralized control that does not easily adapt to product diversification.
IN pure form the functional structure is practically not used. It is used in close, organic combination with a linear structure operating along the top-down management hierarchy and based on the strict subordination of the lower management level to the higher one. With this structure, the performance of highly specialized functions is intertwined with a system of subordination and responsibility for the direct implementation of tasks for the design, production of products and their delivery to consumers.
3 Linear-functional management structure
Linear-functional structure (Fig. 3) is a structure in which management influences are divided into linear - mandatory for execution, and functional - recommendatory for execution.
In this structure, the general manager and heads of departments (technical, economic, etc.) divide their influence on performers by function. The general manager exercises linear influence on all participants in the structure, and functional managers provide technological assistance to performers of work performed.
The contractor can also transfer part of his work to a lower level and act in relation to him as a line or functional manager.
In management practice of the hospitality industry, the following types of organizational structures are most common:
Linear;
Functional;
Linear-functional.
Linear organizational management structure. Linear connections in a hotel reflect movement management decisions and information coming from the so-called line manager, that is, the person who is fully responsible for the activities of the hotel (usually a small one) or its structural divisions (in a large one). This is one of the simplest organizational management structures. It is characterized by the fact that at the head of each structural unit there is a manager, vested with full powers, who carries out all management functions (Fig. 2.1).
Rice. 2.1. Linear management structure of an organization
As can be seen from Figure 2.1, with linear management, each link and each subordinate has one leader, through whom all management commands pass through one channel. In this case, management levels are responsible for the results of all activities of the objects they manage. It's about on the object-by-object allocation of managers, each of whom performs all types of work and makes decisions related to the management of this object. Since in linear structure management decisions are passed along the chain “from top to bottom”, and the head of the lower level of management is subordinate to the manager of a higher level, a kind of hierarchy of managers of a particular organization is formed. In this case, the principle of unity of command applies, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any executors, bypassing their superior.
The linear management structure is logically more harmonious and formally defined, but at the same time less flexible. Each of the managers has full power, but relatively little ability to solve problems that require narrow, specialized knowledge. The linear organizational management structure has its advantages and disadvantages.
Advantages of a linear organizational management system:
1) unity and clarity of orders;
2) consistency of actions of performers;
3) ease of management (one communication channel);
4) clearly defined responsibility;
5) efficiency in decision making;
6) personal responsibility of the manager for the final results of the activities of his unit.
Disadvantages of a linear organizational management system:
1) high demands to a manager who must be comprehensively prepared to provide effective leadership across all management functions;
2) lack of links for planning and preparing decisions;
3) information overload, many contacts with subordinates, superiors and shift structures;
4) concentration of power in the management elite.
Functional organizational structure of management. Functional management is carried out by a certain set of departments specialized in performing specific types of work necessary for making decisions in the line management system (Fig. 2.2).
The idea is that the performance of certain functions is assigned to specialists. In an organization, as a rule, specialists of the same profile are united into structural divisions(departments), for example marketing department, reception department, planning department, etc. Thus, common task Management of an organization is divided, starting from the middle level, according to functional criteria. Hence the name - functional management structure.
Rice. 2.2. Functional structure of organization management
Functional management exists alongside linear management, which creates double subordination for performers.
As can be seen from Figure 2.2, instead of universal managers (see Figure 2.1), who must understand and perform all management functions, a staff of specialists appears who have high competence in their field and are responsible for a certain direction (for example, planning and forecasting). This functional specialization of the management staff significantly increases the performance of the hotel.
Like a linear structure, a functional structure has its advantages and disadvantages.
Advantages of a functional structure:
1) high competence of specialists responsible for the implementation of specific functions;
2) freeing line managers to solve some special issues;
3) standardization, formalization and programming of phenomena and processes;
4) eliminating duplication and parallelism in the performance of management functions;
5) reducing the need for general specialists.
Disadvantages of the functional structure:
1) excessive interest in achieving the goals and objectives of “their” departments;
2) difficulties in maintaining constant relationships between various functional services;
3) the emergence of trends of excessive centralization;
4) the duration of decision-making procedures;
5) a relatively frozen organizational form that has difficulty responding to changes.
The disadvantages of both linear and functional structures are largely eliminated by linear-functional structures.
Linear-functional (headquarters) structure of hotel management. With such a management structure, full power is assumed by the line manager, who heads a certain team. When developing specific issues and preparing appropriate decisions, programs, plans, he is assisted by a special apparatus consisting of functional units (directorates, departments, bureaus, etc.) (Fig. 2.3).
In this case, the functional structures of the unit are subordinate to the chief line manager. They carry out their decisions either through the chief executive or (within the limits of their authority) directly through the relevant heads of performing services.
Rice. 2.3. Linear-functional management structure
Thus, the linear-functional structure includes special units under line managers.
The linear-functional structure also has its own positive points and disadvantages.
Advantages of a linear-functional structure:
1) better preparation of decisions and plans related to the specialization of workers;
2) freeing the chief line manager from detailed analysis of problems;
3) the possibility of attracting consultants and experts.
Disadvantages of a linear-functional structure:
1) lack of close relationships and interaction at the horizontal level between production departments;
2) insufficiently clear responsibility, since the person preparing the decision, as a rule, does not participate in its implementation;
3) an overly developed system of vertical connections, that is, a tendency towards excessive centralization.
The organizational structures considered are basic and can be detailed in relation to a specific management object.
Organizational structure of a hotel enterprise is determined by its purpose, room capacity, the specifics of guests and a number of other factors.
A typical pyramidal structure of hotel management is shown in Fig. 2.4.
Despite the fact that all hotel managers perform management functions, it cannot be said that they are engaged in the same type labor activity. Individual managers have to spend time coordinating the work of other managers, who, in turn, coordinate the work of lower-level managers, and so on to the level of the manager who coordinates the work of non-managerial personnel - the people who produce products and provide services. The shape of the pyramid in the figure indicates that at each subsequent level of control, starting from the bottom, there is fewer people than the previous one.
Rice. 2.4. Typical pyramidal hotel management structure
The highest level of hotel management is represented by the hotel owner and general director, who make overall strategic decisions. In this case, the owner can be an individual or an entire corporation.
An example of a strategic goal of a hotel enterprise, which is determined by the owner himself, could be the enterprise’s focus on serving a certain segment of the group market: tourists or individual tourists, tourists seeking relaxation and health restoration, or participants in congresses and conferences, etc.
In furtherance of the strategic goal, the owner may also establish that a restaurant located as part of a hotel complex will provide food only to its guests. The second example, arising from the main goal of the enterprise, could be the establishment of a certain price level for hotel accommodation.
Such decisions and tasks fall into the general category, on which the size of the enterprise and the choice of location for its construction, architecture and interior, furniture, equipment, and personnel selection depend.
Rice. 2.5. Approximate organizational structure of a large hotel complex
show that on top level they take about 10%, at the average - 50% and at the lowest - about 70% of the total time of managers (Fig. 2.6).
Rice. 2.6. Classification of time spent by managers by types of activities and levels of management
This distribution of total time is due to the fact that managers of all three levels have two types of tasks: management tasks and specialty tasks (Fig. 2.7). This means that a manager at any level of management spends a certain percentage of his time on making management decisions and a certain percentage on making decisions in his specialty. As can be seen from Figure 2.7, with an increase in the level of management, the specific weight assigned to a specialty falls, and for management, accordingly, it increases.
Rice. 2.7. Distribution of working time by management and specialty
Depending on the size and type of organization, its sectoral and territorial characteristics, and second factors, the characteristics of the composition and functions of managers at each of the three levels of management can vary significantly.
Linear structure is one of the simplest organizational management structures and reflects the most general level of division of managerial labor. The essence of line management is that at the head of each department is a manager, vested with certain powers and supervising the employees subordinate to him.
The linear management structure provides direct influence on the management object and provides for the full implementation of the principle of unity of command. The manager himself is subordinate to his superior. At the same time, there is no staff of specialists to perform individual functions. Such a structure is organized only on vertical connections through which all management commands pass.
Linear management structure is used in small organizations lowest level management, performing elementary production functions, is harmonious and formally defined, but at the same time not flexible enough.
Advantages of a linear structure:
ensures quick decision making;
no conflicting commands appear;
consistency of actions of performers;
full responsibility of the manager for the results of the activities of his unit.
Disadvantages of a linear structure:
lack of specialists to implement individual management functions;
the manager must have extensive, versatile knowledge in all types of activities (economic, organizational, technical, social);
the structure is not flexible enough and does not respond quickly enough to changing conditions.
Functional organizational structure sometimes called traditional or classical, due to the fact that it was the first structure to be developed and implemented.
In such a structure, management efficiency is increased through the creation of functional units, the participation of qualified specialists in the work, transferring to them powers and responsibility for the results of their activities, specializing in performing certain types of work in a unified line management system. Traditional blocks of one profile unite specialists into specialized structural units - these are departments of production, marketing, finance, etc.
Advantages:
stimulates business and professional specialization;
line managers are freed from the need to have deep knowledge for each function;
The work of line managers is simplified.
Flaws:
in a large organization, the chain of command from the manager to the direct executor becomes too long;
There may be duplication in management issues.
19.Linear-functional organizational structure.
The traditional linear-functional organizational structure is a combination of linear and functional departmentalization.
The basis of the linear-functional structure is linear divisions that carry out the main work in the organization (production), and specialized functional divisions serving them, created on a resource basis: personnel, finance, raw materials, marketing, etc. In some sources, serving functional units are called headquarters, and the linear-functional structure is called headquarters.
The main advantages of these structures are as follows:
high efficiency with a small variety of products and markets;
centralized control, ensuring unity in solving the organization’s problems;
functional specialization and experience;
high level of utilization of the potential of function specialists.
The disadvantages of linear-functional structures include:
the emergence of problems of interfunctional coordination;
assigning responsibility for general results only to the highest level;
insufficient response to dynamic changes in the external environment;
increase in decision-making time due to the need for approvals in large organizations.
Linear functional diagrams are simple and understandable. They make it possible to organize effective mass production, ensure controllability of the organization until the scale of controllability is exceeded, and growth does not limit the development of effective horizontal connections. Moreover, experts believe that in the development of an organization it is mandatory to go through the stage of using linear-functional structures. This helps to develop the “superior-subordinate” relationship and subsequently bring the organization to the level of an organic type.
Traditional schemes are based on a mechanistic approach; they are effective in a simple and stable external environment.
Linear structures management are rare, mainly in small enterprises that produce homogeneous products using simple technology in the absence of broad cooperative ties, in a simple production structure. However, these structures are widely used as elements of complex structures at the level of linear units. With the help of clear lines of subordination and relatively short communication channels, the efficient functioning of the linear structure is ensured. However, the inevitable overload of information when expanding the scale of activity limits the scope of its application.
Linear management structure - a management structure in which the necessary division of the management system into component parts is carried out on the basis production characteristic taking into account the degree of concentration of production, technological features, breadth of product range and other characteristics.
Features of the linear management structure:
prompt decision making;
narrow sector of managerial influence;
relatively simple, it contains unity of power, management, and responsibility for the entire range of tasks; quite flexible.
Disadvantages of a linear management structure:
extremely wide range of functions performed;
communications are overflowing with information; The possibility of concentration of homogeneous work throughout the company is eliminated.
The functional management structure is used in single-product enterprises. It can be found in enterprises implementing complex and long-term innovative projects, medium-sized and highly specialized enterprises, in research and development organizations.
Functional management structure- a management structure in which the heads of functional departments specialize in a certain area of enterprise management and are responsible for the implementation of the corresponding functions.
Features of the functional management structure:
variety of control influences;
high demands and thoroughness in the development of individual tasks and works;
relatively complex;
high specialization of management, grouping of power, management, responsibility only for certain management functions;
focused on achieving the current effect.
Disadvantages of a functional management structure:
narrow specialization in work, power, rights, responsibility;
low flexibility of strategy;
weak dynamism of the structure; weak responsibility for complex decisions.
In its pure form, a functionally organized management structure is not very rational, since it is very difficult to subordinate a multitude of goals, tasks and activities that have different priorities to the unity of the organization’s goals.
34. Linear-functional and linear-staff management structures
The management mechanism of the organization is driven by the developed management structure.
Linear-functional management structures are based on the mine principle, according to which for each function - linear or headquarters - a hierarchy of services (mine) is formed, permeating the entire organization from top to bottom. The linear-functional structure is often called traditional or classical. This is explained by the fact that it is most often used to build any medium-sized organizations.
Linear-functional structure management is a management structure that combines both linear and functional principles of organizing the relationship between production and management elements of systems.
It is interesting that linear management links are called upon to command, and functional links are called upon to advise, help in developing specific issues and preparing appropriate decisions, programs, and plans.
Features of the linear-functional management structure: stable operation of the structure; works well in sustainable production environments; focused on price competition.
Disadvantages of a linear-functional management structure:
different purposes of structural units; weak linkage and responsibility for solving a set of problems and achieving the company’s goals;
complexity in operational management of the functions of a new project, new production, new organization of production.
The practice of using linear-functional structures indicates that they are most effective when the management apparatus uses a certain formalized algorithm, when solving typical problems and performing standard functions. They are completely unsuitable for conditions in which the internal and external parameters of the organization’s activities are constantly changing. Under these conditions, their use leads to irrational distribution of information flows and exceeding controllability standards, especially among senior managers. The main shortcomings of the linear-functional structure are eliminated by the creation of a headquarters management structure.
The management structure is also represented by a line-staff structure.
Headquarters management structure- a management structure, in which special services (headquarters) are formed at the level of senior managers to develop management decisions in the area of competence of the relevant manager.
Advantages of this structure:
release of senior managers from auxiliary, secondary functions in the management process;
high quality of decisions made.
Disadvantages of this structure:
making most decisions, regardless of their importance, by one person - the top manager;
slow decision-making, since problems are discussed throughout the hierarchical chain from bottom to top within each functional unit;
determining the quality of decisions not so much by the competence of managers and specialists themselves (it can be high), but by the quality of the information received by them;
development of “departmentalism” within the organization; reluctance of managers to take on greater responsibility over time.
1. Concept and essence of linear-functional structure
The management mechanism of the organization is put into action using the developed management structure.
Linear-functional - a management structure that combines both linear and functional principles of organization between the production management elements of the system.
It is interesting that the linear management links are called upon to command, and the functional links are called upon to advise, help in developing specific issues and preparing appropriate decisions and plans.
The linear-functional management structure is based on the mine principle, according to which for each of the functions - linear or headquarters - a hierarchy of services (mine) is formed, permeating the entire organization from top to bottom. The linear-functional structure is often called traditional or classic and is provided for a medium-sized organization.
Features of the linear-functional structure are:
· stable operation of the structure
Satisfactory performance in a sustainable production environment
· focus on price competition
The disadvantages of a linear-functional management structure are:
· differences in goals among structural units
· weak linkage and responsibility for solving the complex problem of achieving the company’s goals
It is not suitable for conditions in which the internal and external parameters of the organization’s activities are constantly changing. Under these conditions, its use leads to irrational distribution of information flows, exceeding controllability standards, especially among senior managers.
The linear-functional structure allows you to largely eliminate the disadvantages of both linear and functional management. With this structure, the purpose of functional services is to prepare data for line managers in order to make competent decisions or emerging production and management tasks. The role of functional bodies (services) depends on the scale economic activity and the management structure of the enterprise as a whole. The larger the company and the more complex its management system, the more extensive the apparatus it has. In this regard, the issue of coordinating the activities of functional services is acute. Linear-functional management structures are used in most enterprises.
2. Analysis of the activities of OJSC “Vargashinsky Elevator”
2.1 Organizational and economic characteristics of the enterprise
organizational line management
In August 2010 open joint stock company The Vargashinsky Elevator will celebrate its 87th anniversary. The history of the establishment of the enterprise goes back to 1923. It was created as a point for collecting and transferring grain to the state. Initially, the enterprise had only two grain warehouses with a total capacity of 500 tons. Five years later in 1928. A wooden grain silo storage building with a capacity of 6000 tons was put into operation. As the harvest of grain crops in the area increases, the volume of grain storage at the elevator also increases. In 1962 The second one was put into operation, and in 1970. third grain silo storage building. In 1994 based on the privatization plan of the state enterprise "Vargashinsky Elevator" in accordance with State program privatization - state and municipal enterprises in the Russian Federation for 1992, approved by the Supreme Council of the Russian Federation on June 11, 1992. transformed into an open joint stock company. Today, the grain storage volume at the elevator is 50,000 tons. Production areas are located on 11 hectares. Over the past ten years, like all enterprises in this industry, it has undergone global reform.
The company was created by transforming the Vargashinsky Elevator enterprise, is its legal successor and was established in accordance with the Law “On Privatization state enterprises in the Russian Federation." Location of the Company: Russian Federation, Kurgan region, working village of Vargashi.
The charter is the only constituent document.
Postal address of the Company: Russian Federation, Kurgan region, working village of Vargashi, Sotsialisticheskaya street, 59.
The full corporate name of the Company is Open Joint Stock Company “Vargashinsky Elevator”.
The abbreviated corporate name of the Company is OJSC “Vargashinsky Elevator”.
The society is legal. person and owns separate property, accounted for on its independent balance sheet, can, in its own name, acquire and exercise property and personal non-property rights, bear responsibilities, and be a plaintiff and defendant in court.
The company is liable for its obligations with all its property.
Shareholders are not liable for the obligations of the Company and bear the risk of losses associated with the activities of the Company, within the limits of the value of the shares they own. The company is not liable for the obligations of shareholders.
The authorized capital of the Company is 61,500 rubles. The authorized capital is divided into 6,150 shares, of which 4,612 are ordinary registered shares and 1,538 preferred registered shares. All shares of the Company have a par value of ten rubles each.
The shareholders include 49 people. Large shareholders owning at least 5% of it authorized capital or at least 5% of its common stock are owned by five people.
In accordance with the charter, the objectives of the enterprise are:
Maximum satisfaction of the needs of agricultural producers with the available and intended fixed assets of the enterprise;
Providing for employees of the enterprise necessary conditions for effective production activities, improving their financial and social situation;
Making a profit
The objectives of the enterprise are as follows:
Ensuring the volume of grain crops required for the district and region;
Ensuring the safety of the quality of accepted grain;
Creating the necessary amenities for clients;
Rational use of material, labor and financial resources;
Development and reconstruction of the material base;
Improving forms and methods of management and management
The main activities include:
Purchase, acceptance, post-harvest processing and storage of grain resources;
Processing and storage of customer-supplied grain and supply of bakery products;
Production, processing and sale of agricultural products;
Commercial, intermediary, trading activities;
Wholesale, retail trade;
Provision of warehousing services;
Renting out property.
To implement individual species The company has four licenses for its activities:
1 storage of grain and products of its processing;
2 activities for the operation of gas networks, including: maintenance, repair and restoration of gas pipelines, structures and other objects necessary for the operation of gas networks;
3 operation of explosive production facilities (hazardous production facilities), at which: substances capable of forming explosive mixtures with atmospheric oxygen or with each other (flammable gases, flammable and hot liquids, dust-forming substances capable of spontaneous decomposition with explosion;
4 carrying out activities for hazardous waste management
3. Analysis of the organizational management structure of the organization
The organizational structure of management at Vargashinsky Elevator OJSC (Appendix 3) is linear-functional and represents a hierarchy of management, a clear division of labor, and the use of qualified specialists in each position. It is based on the principle of unity of distribution of orders, according to which only a higher authority has the right to give orders. Compliance with this principle should ensure unity of management.
This organizational structure was formed as a result of the construction of a management apparatus from mutually subordinate bodies in the form hierarchical ladder, that is, each subordinate has one leader, and the leader has several subordinates. Elements of the structure are carriers of certain management powers. Authority is a set of officially granted rights and responsibilities for independent decision-making,
give orders and carry out certain actions in the interests of the organization. The divisions and employees of an enterprise that perform a specific management function form production, technical and economic subsystems.
The following structural divisions are distinguished at Vargashinsky Elevator OJSC: the first production site, the second production site, the grain drying site, the loading and unloading site, the production and technical laboratory, the mechanical workshop, the electrical shop, the accounting department, and the paramilitary (sentry) security.
The general management of the enterprise is carried out by general manager, he coordinates the work of subsystems and divisions of the enterprise, organizes the implementation of planned tasks in a timely manner, ensures the safe operation of buildings, structures and production premises, proper organization warehouse, transport facilities, as well as proper management technological process throughout the enterprise.
