Planning and organization of the work of the structural unit of the enterprise. Structural division of the organization
The Avitek enterprise produces a wide range of consumer goods and the military industry, as well as equipment parts and tooling for their manufacture. For the development of new and stable production of current products, the enterprise has design and technology departments that are engaged in the development and implementation of production technologies for the plant's products. A government order was received for the manufacture of DH2 compressors for household refrigerators. From 1960 to 1990, the plant put into service the army and ...
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Speaking of organizational structure, we mean the conceptual scheme around which a group of people is organized, the basis on which all functions are supported. The organizational chart of an enterprise is essentially a user manual that explains how an organization is built and how it works. More specifically, the organizational structure describes how decisions are made in the company and who is its leader.
Why is it necessary to develop the organizational structure of the enterprise?
- The organizational structure gives a clear understanding of the direction in which the company is moving. A clear structure is a tool with which to maintain order in decision-making and overcome various disagreements.
- The organizational structure binds the participants. Thanks to her, people who join the group have distinctive features. At the same time, the group itself has certain characteristics.
- The organizational structure is formed inevitably. Any organization, by definition, implies some kind of structure.
Elements of the organizational structure
The organizational structure of any organization will depend on who its members are, what tasks it solves and how far the organization has come in its development.
No matter which organizational structure you choose, three elements will always be present in it.
- Control
A specific person or group of people who make decisions in an organization.
- The rules by which the organization operates
Many of these rules may be explicitly stated, while others may be implicit but no less binding.
- Distribution of labor
The division of labor may be formal or informal, temporary or permanent, but in every organization there will inevitably be some type of division of labor.
Traditional organizational structures
These structures are based on functional unit and departments. They are characterized by the fact that the powers of strategic and operational tasks are concentrated at the top level.
There are several types of traditional structures.
- Linear organizational structure
The simplest structure ever. It is characterized by the presence of a certain chain of command. Decisions go down from top to bottom. This kind of structure is suitable for small organizations such as small accounting firms and law firms. The linear structure makes it easy to make decisions.
Advantages:
- The simplest type of organizational structure.
- As a result of tough management, tough discipline is formed.
- Quick decisions lead to quick and effective action.
- There is clarity in the structures of power and responsibility.
- Since control lies with one boss, in some cases he can be flexible.
- There are good career prospects for people who do quality work.
Disadvantages:
- There are opportunities to influence the head of the department.
- A constant problem is the lack of specialization.
- The department head may be overworked.
- Communication is carried out only from top to bottom.
- A boss with power may misuse it for his own benefit.
- Decisions are made by one person.
Line staff organization
Such a structure is characterized by the presence of line managers and departments that, in fact, do not have the right to make decisions. Their main task is to assist the line manager in performing individual management functions. The decision-making process in such a structure is slower.
Advantages:
- Allows employees to complete tasks quickly.
- Helps employees take on responsible roles and specialize in specific roles.
- Helps line managers to focus on specific tasks.
- With organizational change, the risk of resistance is minimal.
- Employees feel that their contribution is appreciated.
Disadvantages:
- There can be confusion among employees.
- Employees do not have enough knowledge to focus on the result.
- Too many levels of hierarchy.
- Employees may disagree, which slows down work.
- More costly structure than a simple line organization due to the presence of department heads.
- Decisions can take too long.
Functional structure
This kind of organizational structure classifies people according to the function they perform in professional life.
Advantages:
- High degree of specialization.
- Clear chain of command.
- Clear understanding of responsibility.
- High efficiency and speed.
- No need for duplication of work.
- All functions are equally important.
Disadvantages:
- Communication faces several barriers.
- The focus is on the people, not the organization.
- Decisions made by a single person may not always benefit the organization.
- As a company grows, it becomes more difficult to exercise control over the activities within it.
- Lack of teamwork between different departments or units.
- Since all functions are separated, employees may not know what is happening with colleagues.
Divisional structure
This includes the kinds of structures that are based on the different divisions in the organization. They group employees based on products, markets, and geographic locations.
- Product (commodity) structure
This structure is based on organizing employees and working around different products. If a company produces three different products, then it will have three different divisions for those products. This type of structure is best suited for retail stores with many products.
Advantages:
- Structural units that do not work can be easily closed.
- Each unit can be managed as a separate structural unit.
- Fast and easy decision making.
- Greater independence for decision makers.
- Individual products receive individual attention depending on the problems that arise.
- The organization is characterized by high productivity and efficiency.
Disadvantages:
- Since each structural unit works independently, organizational goals cannot be achieved.
- Unhealthy competition among internal divisions.
- A large number of organizational levels hinders business development.
- All units cannot be equal.
- Marketing individual products can vary greatly in cost.
Market Structure
Employees are grouped based on the market in which the company operates. A company can have five different markets, according to this structure, each of them will be a separate division.
Advantages:
- Employees can communicate with customers in the local language.
- They are available to clients.
- Problems in a particular market can be solved in isolation.
- Since people are responsible for a specific market, tasks are completed on time.
- Employees specialize in working in a particular market.
- New products for specialized markets may be introduced.
Disadvantages:
- There may be intense competition among employees.
- Decision making can lead to conflict.
- It is difficult to define productivity and efficiency.
- All markets may not be considered equal.
- There may be a lack of communication between superiors and employees.
- Employees may misuse their authority.
- Geographic structure
Large organizations have offices in various locations. The organizational structure in this case follows the zonal structure.
Advantages:
- Good communication among employees in the same location.
- Local workers are more familiar with the local business environment and can adapt to geographic and cultural conditions.
- Clients feel better connected with local managers who can speak their language.
- Reports on the work of individual markets.
- Decisions are made carefully.
- New products or product modifications may be introduced to meet the needs of a particular area.
Disadvantages:
- There may be unhealthy competition among different geographical areas.
- Company ethics and principles may differ from region to region.
- Tracking the performance and profits of each area can be time consuming.
- There may be poor communication among employees in different regions.
- Interaction between employees of different regions may not work out.
Matrix structure
It is a combination of product and functional structures. It combines the benefits of both structures for greater efficiency. This structure is the most complex of the existing ones. A distinctive feature of the matrix structure is the subordination of employees to two or more managers of the same level.
There is a functional matrix. In this type of matrix structure, project managers keep track of the functional aspects of the project. However, they have very limited power, the head of the functional unit actually manages the resources and the project.
Advantages:
- Employees do not work in temporary jobs.
- The head of the functional unit manages the project.
- The head of the functional unit is responsible in case something goes wrong.
- The more the project manager communicates with employees, the better the results.
- The project manager can really make a difference without being in control.
- Decision making is concentrated in the hands of the head of the functional unit.
Disadvantages:
- The project manager may face apathy from employees.
- The project manager does not have full power.
- Being out of control, employees may show less performance for the entire department.
- The project manager has weak power, which does not allow him to control employees.
- The project manager has no control over workload management and task prioritization.
- The project manager cannot give a report on the work.
There is also a project matrix, when the project manager is primarily responsible for the work, while the head of the functional unit can give methodological advice and allocate resources.
PC 1. Participate in the planning of key production indicators.
PC 2. Plan the execution of work by performers.
PC 3. Organize the work of the labor collective.
PC 4. Control the progress and evaluate the results of the work
performers.
PC 5. Maintain approved reporting and accounting documentation.
1. Job descriptions. Rules and principles for the development of job duties of employees.
2. Determine the price for the "beef stroganoff" dish according to the following data:
3. Management styles. System of methods of managing a structural unit
4. Draw a rough organizational chart for managing a large restaurant
5. Principles and types of planning the work of the brigade (team).
6. Determine the price for the dish "vegetable stew with rice" according to the following data:
7. Operational planning at the enterprises of the restaurant business.
8. Determine the price for " cheesecakes with carrots"According to the following data:
| Name of products | Investment rate for 1 serving | Norm For 100 servings kg | price, rub. per 1 kg | Raw material cost |
| cottage cheese | ||||
| Carrot | ||||
| semolina croup | ||||
| Margarine | ||||
| eggs | 1\5 | |||
| sugar | ||||
| flour | ||||
| cooking oil | ||||
| sour cream | ||||
| Yield 230g | ||||
| Markup 250% | ||||
| Meal price |
9. Menu plan, definition, compilation order, features
10. Determine the profit remaining at the disposal of the enterprise if the gross profit according to the plan was 800,000 rubles, and the actual one increased by 5%.
11. Functions of food industry enterprises
12. Determine the price for the dish " fried carp"According to the following data:
13.Methods and stages of making effective management decisions in standard and non-standard situations.
14. Make an approximate diagram of the organization of the technological process of the enterprise with a full production cycle.
15. Production program. Calculation of raw materials and products, output of finished culinary products in accordance with the production program.
16. Determine the price for the dish " fried horse mackerel"According to the following data:
17. Stress management. Causes and ways to relieve stress.
18. Calculate the hourly productivity of labor at the enterprise, if the turnover for the year amounted to 60,000,000 rubles, the average number of employees is 25 people, the number of days the enterprise works is 253, the working day is 8 hours.
19. The main activities of food industry enterprises Planning costs and production costs of the structural subdivision of the enterprise.
20. Determine the price of the dish "fried cod" according to the following data:
21. Daily intake sheet, the procedure for processing documents when dispensing products to the Culinary store
22. Determine the profit remaining at the disposal of the enterprise if the gross profit according to the plan was 600,000 rubles, and the actual one increased by 2%.
23. Classification of personnel in catering establishments. Rights and obligations of employees.
24. Determine the price for the dish "fried sturgeon" according to the following data:
25. Characteristics of fast food enterprises, highly specialized enterprises.
26 . Fill out an invoice for receiving products for the cold shop (5 items).
27. Ways to reduce the costs of the structural unit of the organization.
28. Fill in the accounting document invoice for the receipt of products for the vegetable shop (5 items)
29. Principles of creation of industrial infrastructure
30. Fill in the accounting document invoice for the receipt of hot shop products (5 items)
31. Organization of production and technological processes of public catering products
32. Determine the wages of a cook of the 4th category accrued and issued on hand, if the rate of a cook of the 1st category is 140 rubles, the tariff coefficient of the 4th category is 1.8. The cook worked 15 shifts of 11.5 hours.
33. Organization of work and technical equipment. Main technological lines and workplaces in production workshops
34. Determine the wages of a cook of the 4th category accrued and issued on hand, if the rate of a cook of the 1st category is 140 rubles, the tariff coefficient of the 4th category is 1.8. The cook worked 10 shifts of 11.5 hours.
35. Industrial infrastructure and its characteristics. Main technological lines and workplaces in structural divisions
36. Determine the salary of an engineer - technologist accrued and issued on hand, if his salary is -27,500 rubles, there are 21 working days in a month. The engineer actually worked 16 days.
37. Liability of the employee for damage caused to the employer. The content of the liability agreement.
38. Determine the salary of an engineer - technologist accrued and issued on hand, if his salary is -27,500 rubles, there are 21 working days in a month. The engineer actually worked 12 days. (including personal income tax)
39. Liability. Types of liability
40. Determine the salary of an engineer - technologist accrued, if his salary is -27,500 rubles, there are 24 working days in a month. The engineer actually worked 17 days. (including personal income tax)
41. Analysis of the structure of production of enterprises with different production cycles
42. Fill in the accounting document Requirement for the pantry for products for the hot shop (5 items)
43. The procedure for filling out documents for the receipt of raw materials and goods from suppliers.
44. Fill in the accounting document Requirement for the pantry for products for the cold shop (5 items)
45. Methods for assessing quality in public catering establishments
46. Fill in the accounting document Requirement for the pantry for products for the confectionery shop (5 items)
47.Methodology for evaluating the effectiveness of the structural unit (team).
48. Read the situational task and determine the management methods used in each situation, evaluate the reasons for their inefficiency (effectiveness). Draw your own conclusions.
An employee of the financial department of the company was constantly late for work. The manager respected him as a competent specialist who did his job well, but he understood that constant lateness irritated other employees and was incompatible with labor discipline. The manager called the employee and warned that if the delays did not stop, he would be reprimanded. The delays continued, the reprimand was announced, but nothing changed. The next step of the manager is to deprive the employee of the bonus based on the results of work for the year. The employee was outraged, as he performed his work efficiently and on time
49. Documentation of the release of raw materials, products, semi-finished products from a warehouse to production. The procedure for filling out documents.
50. Calculate the hourly labor productivity at the enterprise, if the turnover for the year amounted to 90,000,000 rubles, the average number of employees is 30 people, the number of days the enterprise works is 253, the working day is 8 hours.
51. Delegation of authority in the brigade. The content of the forms of labor stimulation
52. Calculate the hourly labor productivity at the enterprise, if the turnover for the year amounted to 120,000,000 rubles, the average number of employees is 30 people, the number of days the enterprise works is 253, the working day is 8 hours.
53. Methods for monitoring compliance with the technological process of cooking and selling dishes.
54. Determine the profit remaining at the disposal of the enterprise if the gross profit according to the plan was 456,000 rubles, and the actual one increased by 3.5%.
55. Team building, selection of employees, team roles and techniques.
The system of motivation of the personnel of the structural unit
56. Make a rough diagram of the organizational structure for managing a small cafe.
57. Receipt of products, raw materials for production. Sources and suppliers of goods.
58. Fill out the document "Inventory list".
Criteria for evaluation:
grade "5" (excellent) exhibited for:
Completion of all tasks on the ticket;
No factual errors;
Reflection in the answer of one's own point of view;
grade "4" (good) exhibited for:
Performing tasks on a ticket with minor errors;
Logical presentation of the material;
Reflection in the answer of one's own point of view;
grade "3" (satisfactory) exhibited for:
Partial fulfillment of tasks on the ticket;
Violation of the logical sequence in the presentation of the material;
The presence of factual errors in the answer;
grade "2" (unsatisfactory) exhibited for:
For failure to complete the tasks specified in the ticket;
Compiled by _______________ I.Yu. Fedotov
N.S. Belichko
"____" __________________ 2014
A set of practical tasks for the exam (qualification)
CONTENT
Introduction……………………………………………………………….………3
Chapter 1. Organizational structures of management……………………………5
1.1. The concept of the management structure and its divisions…….…..5
1.2. Requirements for the construction of rational structures of the management apparatus and the factors that determine them…………………………………….. .…….7
Chapter 2. Structures of control systems……………………………………… 11
2.1. Linear organizational structure……………………….…11
2.2. Linear - headquarters organizational structure……... ………..12
2.3. Divisional management structure………………………...….13
2.4. Brigade (cross-functional) management structure…14
2.5. Project Management Structure…………………………….…16
2.6. Matrix (program - target) management structure. ..…17
2.7. Multidimensional organizational structure…………………..…20
Chapter 3. Structural divisions…………… …………………..…….26
3.1. The essence and role of structural units………………..26
3.2. Types of structural divisions………………………….….27
Conclusion…………………………………………………….…………….32
References…………………………………………………………….33
Applications………………………………………………………………….34
Introduction
The transition to market relations made Russian enterprises dependent on a number of factors, the influence of which they did not experience during the functioning of the administrative-command management system. The high dynamics of economic processes and changes in the modern world, the globalization of the world economy, the uncertainty and unpredictability of environmental factors have placed high demands on the operation of the management systems of Russian enterprises, which is expressed in the need to strengthen the delegation of authority and responsibility to individual employees, increase the level of staff motivation, and focus on consumer (client) requests. In this regard, the importance and role of the regulation of the management of an enterprise and its structural divisions is increasing.
The introduction of modern methods and approaches to management that can satisfy the above requirements is complicated by significant differences between the management model that exists in most Russian enterprises and the advanced models of economically developed countries. One of the most important differences seems to be the organization of the work of domestic enterprises according to the functional-hierarchical principle, as opposed to the process approach to management adopted by most leading enterprises around the world (despite the fact that the orientation of activities on business processes is also required by the standards of the ISO 9000 series :2000). This circumstance causes problems of marketing and supply activities, the competitiveness of Russian industrial enterprises, and a decrease in production volumes.
At present, in Russia, the issues of introducing a process approach to management and areas of its application to improve the efficiency of the management systems of industrial enterprises are being widely discussed. One of the fundamental directions of their development, as well as the solution of these problems, is streamlining and systematization, introducing clarity into the activities of structural divisions and the entire enterprise as a whole, manifested in the creation of a system of management regulations based on the process approach, which are currently formal and do not meet the requirements requirements.
Chapter 1. Organizational structures of management
1.1. The concept of the management structure and its divisions
A certain organization was observed even at the stage of the individual labor of an artisan. It originated from the repeatedly repeated production functions performed by the artisan in order to achieve the ultimate goal of his work. The sustainable implementation of production functions forms the simplest form of organization of the production process, i.e. its original structure, which still exists in a latent state. The basis of this phenomenon was cooperative production, the development of which led to the allocation of management functions that form the organizational structure.
Thus, the main factor in the formation of the organizational structure of production management was the division of labor, the emergence of management functions. Joint work, cooperation of the labor force gave rise to a new type of relationship that has developed as a relationship between participants in the production process, between leaders and subordinates.
At the stage of machine production, there was a complete separation of management functions. Managers completely freed from production functions appeared. There is indirect control with the help of statements, reports, reports, etc. Feedback is being established. All this, and in particular the growth in the scale of production, contributed to the rapid development of organizational management structures.
The structure of production management is the subordination of managerial relations between the control and managed subsystems of the control system. It is characterized by the composition and informational interconnections of independent units or individual performers located in sequential subordination and endowed with certain rights and obligations.
The number of links in the structure determines its levels. Structures can be single-level and multi-level. Depending on their nature of connections, they are divided into linear, functional and combined. Each structural subdivision is characterized by quantitative and qualitative parameters.
The activities of structural divisions and executors are regulated by special provisions (instructions) that define the functions of each governing body, the distribution of rights and obligations between them, and within the division - each executor. When forming organizational structures, the main attention is given to giving them dynamism so that they can adapt to constant changes in the internal environment.
Science has established that there is a limit to the number of structural units or employees that can be subordinate to one subject of management. On the way to effective management, there is an information barrier that determines the boundaries of the complexity of the volume of economic tasks available for solution with a given structure and technical means of management.
To manage production, an apparatus is created, which includes various categories of employees: managers, specialists and technical performers. There are management functions and functions of structural units. Management functions in general are an objective necessity of an enterprise as a managed object. The functions of structural units express the specific content of management activities and the sphere of influence in production. They serve as the basis for the formation of structural divisions of the enterprise.
The structural subdivision of the administrative apparatus is its administratively separate part, which performs one, several or many management functions. Depending on the number, they can be performed by one or more structural units that specialize in this type of function. Functions that are incompatible by the nature of the activity are assigned to individual employees.
The substructure of the production management apparatus is understood as the number, composition of its divisions, management levels in a single interconnected system. It is usually depicted in the form of a diagram. If, in addition to the structural ones, it also reflects the production units and their relationship, then such a scheme represents the organizational structure of the enterprise. The number of links of the same level is determined horizontally, and the number of steps (levels) in their subordination is determined vertically. Management links include managers who manage several structural divisions, the structural divisions themselves and individual specialists performing certain functions or part of these functions. The steps of the control apparatus are its horizontal levels in their sequential subordination from top to bottom. The first (lower) step in the enterprise is the production site. The more complex the structure, the more control steps. Qualification and official composition of management employees and their number also depend on the volume of work.
1.2. Requirements for the construction of rational structures of the management apparatus and the factors that determine them
The structure of the administrative apparatus expresses the form of the division of labor. The effectiveness of the influence of the control system on the controlled one depends on how well it is built.
The first requirement for the structure of the administrative apparatus is efficiency. This means that the control solution must reach the controlled object before the next change in the state of production occurs. Otherwise, the solution will not be needed.
Another requirement is reliability, that is, the structure of the control apparatus must ensure absolute reliability and uninterrupted transmission of information. It must be flexible enough to be able to quickly adapt to these changes in production.
Each control system should have a small number of horizontal links and vertical steps, but this minimum must ensure the best control efficiency, i.e., the control system must meet the requirement of optimality.
An important indicator of the quality of the management structure is its efficiency, when the greatest effect is achieved at the lowest cost of maintaining its apparatus. The organizational structure of management is influenced by the goals, principles, methods and functions of management. Let's consider them.
The goal requires the allocation of units responsible for its implementation.
Principles and methods - creation or expansion of structural divisions. For example, the principle of collegiality is implemented by means of a technical council functioning under the director, whose tasks include discussing problematic issues and developing solutions. The transition to market relations requires the development of specific programs and their implementation at the enterprise level. Strengthening the socio-psychological methods of management required the creation of special services.
But the greatest influence on the management structure is exerted by management functions, their composition, content and volume. Therefore, the establishment of their list and content necessary to achieve the goals should precede the construction of the management apparatus. It is necessary to adhere to the principle of "primacy of the function and the secondary nature of the governing body".
To form a structure means assigning specific functions to departments of the administrative apparatus. If the functions develop, this entails the development of the management structure.
Scientific and technological progress leads to the emergence of new functions and the withering away of existing ones. In this regard, the formation of the structure of the administrative apparatus should be based on a deep analysis of the system of functions.
More perfect governing bodies are being created, between which functions are distributed. At the upper levels of management, the functions of long-term planning and forecasting, and at the lower levels - operational and current planning.
The structure of management changes with the development of productive forces and production relations, as well as with an increase in the cognitive level of the regularity of these relations. Continuing the line towards the creation of the most effective organizational structures, their dynamism and integrity, it is necessary to persistently implement measures aimed at their efficiency, reliability and economy.
When developing the enterprise management structure, factors such as the number of employees, production volume, level of mechanization and automation, type and type of production, quantity and types of equipment, organization of labor and production, product range are also taken into account. For example, an increase in the level of mechanization and automation of production reduces the function of operational planning and management, reduces the norms for technological maintenance of equipment, and makes it possible to establish the number of main and auxiliary workers, the consumption of materials, and electricity. And this, in turn, determines the number and qualification composition of technical, economic and administrative units.
The management structure also depends on the centralization of management functions, which reduces the number of departments. The concentration of production and consolidation of firms contributes to the differentiation of functions between different levels of the management system. It is expedient to solve the functions of long-term planning, technical re-equipment, capital construction centrally, at the upper levels of the management system, and operational management issues - at its lower levels. The differentiation of problems solved centrally and decentralized is reflected in the structure of the administrative apparatus. Thus, the decentralization of the development of planned indicators at one time led to the expansion of the economic services of enterprises.
The structure of governing bodies is also influenced by the level of methodological and organizational work. Properly organized work and the use of advanced methods increase the productivity of managerial work. In this case, the improvement of documentation and workflow, the scientific definition of information flows is of great importance.
The specialization of managerial work with a clear delineation of the rights and duties of departments and officials also has a positive effect on the management structure.
Chapter 2. Structures of control systems
Management structures in many modern enterprises were built in accordance with the principles of management formulated at the beginning of the 20th century. The most complete formulation of these principles was given by the German sociologist Max Weber (the concept of rational bureaucracy):
- the principle of hierarchy of management levels, in which each lower level is controlled by a higher one and is subordinate to it;
the principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from it;
the principle of division of labor into separate functions and specialization of workers according to the functions performed; the principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks;
the principle of impersonal performance by employees of their functions arising from it;
the principle of qualification selection, in accordance with which hiring and dismissal from work is carried out in strict accordance with qualification requirements.
2.1. Linear organizational structure
The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services (“mine”) is formed, penetrating the entire organization from top to bottom (Appendix 1). The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. At the same time, the end result (the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services work to some extent to obtain it.
This structure has a number of advantages that make it possible to manage quickly and efficiently. It is the simplest: it has one communication channel (vertically), each subordinate has only one boss. This contributes to clear and efficient management, increases the responsibility of the manager for the efficiency of the work of the link he leads.
But this structure is typical for small enterprises, where the range of issues to be resolved is insignificant and there are few production ties. When the scale of production is larger, and the range of problems to be solved increases, the technical and organizational level rises, the linear structure turns out to be inefficient, since the manager cannot know everything and therefore cannot manage well.
2.2. Linear - headquarters organizational structure
This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any subordinate units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one (Appendix 2).
Advantages of a linear - staff structure:
- deeper than in the linear, study of strategic issues;
some unloading of top managers;
the possibility of attracting external consultants and experts;
in empowering headquarters units with functional leadership, such a structure is a good first step towards more effective organic management structures.
- insufficiently clear distribution of responsibility, since the persons preparing the decision do not participate in its implementation;
tendencies towards excessive centralization of management;
similar to a linear structure, partially - in a weakened form.
2.3. Divisional management structure
By the end of the 1920s, the need for new approaches to the organization of management became clear, associated with a sharp increase in the size of enterprises, the diversification of their activities (diversification), and the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation. In this type of structures an attempt was made to combine centralized coordination and control of activities with decentralized management. The peak of the introduction of divisional management structures occurred in the 60s - 70s (Appendix 3).
The key figures in the management of organizations with a divisional structure are no longer the heads of functional departments, but managers who head production departments (divisions). Structuring by divisions, as a rule, is carried out according to one of the criteria: by manufactured products (products or services) - product specialization; by focusing on certain groups of consumers - consumer specialization; on served territories - regional specialization. In our country, similar management structures have been widely introduced since the 60s in the form of the creation of production associations.
2.4. Brigade (cross-functional) management structure
The basis of this management structure is the organization of work in working groups (teams). The form of the brigade organization of work is a fairly ancient organizational form, it is enough to recall the worker artels, but only from the 80s did its active use begin as an organization management structure, in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:
- autonomous work of working groups (teams);
independent decision-making by working groups and horizontal coordination of activities;
replacement of rigid managerial ties of a bureaucratic type with flexible ties;
involvement of employees from different departments to develop and solve problems.
In an organization built according to these principles, functional units may be preserved (Appendix 4) or absent (Appendix 4). In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the working group or team in which they are a member). This form of organization is called cross-functional, in many ways it is close to the matrix. In the second case, there are no functional units as such; we will call it the brigade proper. This form is widely used in the organization of project management.
Benefits of a brigade (cross-functional) structure:
- reduction of the administrative apparatus, increase in management efficiency;
flexible use of personnel, their knowledge and competence;
work in groups creates conditions for self-improvement;
the possibility of applying effective methods of planning and management;
reducing the need for generalists.
- complication of interaction (especially for a cross-functional structure);
difficulty in coordinating the work of individual teams;
high qualification and responsibility of personnel;
high communication requirements.
2.5. Project management structure
The basic principle of building a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, move to a new project or leave (if they worked on a contract basis). In form, the project management structure can correspond to both a brigade (cross-functional) structure and a divisional structure, in which a certain division (department) does not exist permanently, but for the duration of the project.
Benefits of a project management structure:
- high flexibility;
reduction in the number of managerial personnel in comparison with hierarchical structures.
- very high qualification requirements, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network;
fragmentation of resources between projects;
the complexity of the interaction of a large number of projects in the company;
complication of the process of development of the organization as a whole.
2.6. Matrix (program - target) management structure
Such a structure is a network structure built on the principle of dual subordination of executors: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other hand, to the project or target program manager, who is endowed with the necessary authority to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is preserved. For activities that have a clearly defined beginning and end, projects are formed, for ongoing activities - targeted programs. In an organization, both projects and targeted programs can coexist. An example of a matrix program-target management structure (Toyota) is given in Appendix 5. This structure was proposed by Kaori Ishikawa in the 70s and, with minor changes, still functions to this day not only at Toyota, but also at many others. firms around the world.
etc.................
Planning an organization consists in solving tasks related to the formal aspects of the creation and functioning of an organization: organizational structure, management structure, rights and responsibilities, composition of organizational and administrative documentation and organization of office work, etc. Factors affecting the planning process are divided into four groups : external environment, work technology; strategy for choosing the goals of the organization; the behavior of employees, depending on the needs, qualifications, motivation. This chapter discusses the organizational structures typical of communications organizations and current trends in the institutional structure in telecommunications.
The organizational structure reflects the order of interconnection of departments. A structural unit, or subsystem, is a group of people who, with the help of appropriate means, will perform functions of a related nature.
The sequence of developing an organizational structure is similar to the planning process. First, leaders must carry out the division of the organization into broad areas, then set specific goals - just as in planning they first formulate general goals, and then draw up specific rules.
The main and most common is the linear-scale, or linear-functional, organizational structure (Figure 1.3). Processes in any organization can be divided into two groups: main and auxiliary. In communication organizations, the main processes are related to the transmission of messages: receiving an application (order) for the transmission of a message from the sender, transmission of a message, delivery of a message to the recipient, creation of channels and paths, maintenance of equipment, provision of equipment with power supply. Auxiliary processes are divided into two groups. The first group is related to resource provision (personnel, finance, materials, etc.), the second is related to management functions (planning, marketing, office work, etc.). The main processes take place in the line subdivisions, while the auxiliary processes take place in the headquarters. There is a naming convention for divisions. Linear subdivisions are usually called "workshops", "sections"; headquarters units - "departments", "services". The name should also indicate the functions performed, for example, "switch shop", "planning department". Linear subdivisions report to the chief engineer - first deputy head of the organization; staff - to the head of the organization, which in turn belongs to the linear group, since it is responsible for the activities of the organization as a whole.
Figure 1.3-Linear staff structure
With the growth of the organization, there is a problem called the scale of control. The essence of this problem is as follows. When distributing people and work, it is necessary to make a decision on the staffing and scope of work of units, the management of which can be entrusted to one person. However, there is a maximum number of decisions that a given manager with his knowledge and skills can make with sufficient efficiency in a limited time. To determine the optimal scale of manageability, a situational approach is used, which is based on the analysis of such factors as similarity, territorial remoteness, complexity of work, and the level of qualification of subordinates and the manager. Another group of factors is relevant to top management and the organization: the degree of clarity in delegation of authority, the degree of clarity in setting goals, the frequency of changes in the organization, the degree of objectivity in measuring performance, communication technique, hierarchical level, the level of need for personal contact with subordinates and etc.
As a guideline in determining the scale of controllability, it is recommended to take averaged values. For senior management, the number of subordinates, such as deputies or heads of departments, should not exceed seven. In the lower link, the scale of manageability can reach 20-30 people. The large difference in the scale of controllability at different levels of the administrative pyramid is due to differences in the rights exercised, as well as the nature of information exchange. The widespread use of information systems for team contracting allows increasing the scale of manageability.
The limits set by the scale of manageability in the course of the growth of the organization force the management to increase the number of levels of the hierarchy - the traditional management structure, according to which instructions from the top manager go to the middle and lower-level managers, and from them to the performers. The vertical growth of the organization only reinforces the shortcomings of the line-staff structure, which ultimately leads to a decrease in the overall efficiency of the organization.
One solution to this problem is the divisional structure of the organization (figure 1.4). It is advisable to use such a structure in multidisciplinary organizations, organizations with branches in different regions, organizations implementing complex innovative projects.
Figure 1.4-Divisional structure
In the communications industry, it is less common, but still used, for example, in design organizations, a matrix structure (Fig. 5.3). Such a structure is possible only in organic organizations. With such an organizational structure, the role of horizontal ties increases. The project manager determines what should be done and when, and the heads of departments - who and how will do the work. Responsibility for the performance of these works and the corresponding rights are not distributed as clearly as in other types of structures.
Figure 1.5-Matrix Structure
The decision on the choice of the organizational structure is made by the top management. The challenge is to choose the structure that best suits the goals and objectives of the organization, as well as the internal and external factors affecting it. Currently, successfully functioning organizations regularly evaluate the degree of adequacy of their organizational structures and change them as required by external conditions.
The modern realities of managing organizations include the recognition by organizations of the rules of corporate governance. It is believed that in the 19th century entrepreneurship was the engine of economic development, in the 20th century it was management, and in the 21st century this function is transferred to corporate management. Corporate governance is a set of structures and processes that provide direction and control over a company.
The need to develop such rules, which are essentially international management standards, is explained by the need to serve the global investment process. To this end, in the 1990s of the last century, many countries have switched to international financial reporting standards, which increase the transparency of the financial results of companies for investors, freeing them from the difficulties in understanding indicators associated with national accounting standards. At the same time, global investment standards were adopted, aimed at helping investors in assessing the effectiveness of investment institutions and the services offered. The development of corporate governance principles became part of the process of increasing the degree of transparency of business activities and the introduction of clear and understandable standards for its conduct.
The document "Principles of Corporate Governance" was adopted in 1999 by the Council of the Organization for Economic Cooperation and Development (OECD). This document was signed by all OECD member countries, including Russia. This document contains a detailed explanation of what specific issues should be regulated by national corporate governance standards and how to increase the role of investors (shareholders) in the management of companies. In Russia, the national corporate governance standard "Code of Corporate Conduct" was adopted in 2002 at a meeting of the Coordinating Council for Corporate Governance.
The practice of corporate conduct should provide: - shareholders with a real opportunity to exercise their rights related to participation in a joint-stock company; - Equal treatment of shareholders owning an equal number of shares of the same type. All shareholders should be able to obtain effective protection in case of violation of their rights;
Strategic management of the company's activities by the board of directors and effective control on its part over the activities of the company's executive bodies, as well as accountability of members of the board of directors to its shareholders;
The executive bodies of the company the opportunity to reasonably, conscientiously, solely in the interests of the company, effectively manage the current activities of the company, as well as the accountability of the executive bodies to the board of directors of the company and its shareholders;
Timely disclosure of complete and reliable information about the company, including its financial position, economic indicators, ownership and management structure in order to ensure the possibility of making informed decisions by the company's shareholders and investors;
Effective control over the financial and economic activities of the company in order to protect the rights and legitimate interests of shareholders.
The practice of corporate conduct should take into account the rights of interested parties, including the company's employees, provided for by law, and encourage the active cooperation of the company and interested parties in order to increase the company's assets, the value of shares and other securities of the company, and create new jobs.
The Code contains recommendations on the best practice of corporate conduct, which, however, are not binding. Many issues related to corporate conduct lie outside the legislative realm and are ethical rather than legal in nature.
The Code provides guidance on organizational structures. Thus, the organizational structure of a joint-stock company should have a board of directors, and it is recommended to create committees in its composition for preliminary consideration of the most important issues within the competence of the board of directors: the strategic planning committee, the audit committee, the personnel and remuneration committee, the committee for settling corporate conflicts.
The institutional structure of the telecommunications industry is currently dominated by the divisional principle on which the Svyazinvest holding is built.
The development of global markets, including communication services markets, has led to the emergence of so-called network organizations with new forms of management. These are complex organizational structures that arise on the basis of multilateral agreements, partnerships and strategic alliances of strategic business units based on the so-called core firm. The structure of such an organization can be represented as a wheel, where the hub (head organization) is connected by spokes - information links with the rim (strategic partners). The network paradigm assumes that each part of the process or individual functions must be performed by an independent, specialized, effectively managed structure. Thus, network organizations form in order to increase specialization and competitiveness. The industries where such structures first appeared are characterized by the following: the level of technology is high, products change rapidly, their independent production by individual participants is almost impossible, sales markets often go beyond the borders of the country. The same signs are typical for the telecommunications industry, where new organizational relationships also take place. The economic effect of creating a strategic alliance lies in the greater manufacturability of the service and the efficiency of interaction between departments, as well as in increasing the competitiveness of the association compared to individual participants. According to social priorities, it is considered better to allow an alliance due to the increase in the technological level of service provision, which means the production of a service at the lowest possible cost.
Along with this static effect, we can also talk about a dynamic effect - the ability to provide new services that cannot be organized in any other way. This is very important for the services market due to the large technological capabilities of the operators. Strategic alliances are evaluated on their ability to overcome the fragmentation of national markets and improve interaction between operators in the pan-European or other space. This is also important, as it allows overcoming the historical fragmentation of national communication service markets, which limits the expansion of markets. The utility a user derives from such a pooled market is related, for example, to the number of subscribers that become available to him.
Steady trends that have emerged in recent years in the development of organizational structures of business management are associated with a number of reasons. First, consumer needs are becoming more and more homogeneous in terms of product range, regardless of where a person lives, and at the same time more and more homogeneous in terms of their quality. Secondly, thanks to the efforts of organizations such as the WTO, ITU, trade barriers are constantly being reduced. Thirdly, the globalization of markets provides almost invulnerable competitive advantages. These trends are based on technological changes, primarily infotelecommunications, which make it possible and efficient to manage a company and communicate with users, regardless of national borders. It should be noted that with all the variety of possible options for organizational structures of business management in the telecommunications industry, the indispensable conditions for their formation are: observance of national state interests; ensuring the availability of the entire range of modern telecommunication services for the population and business; development of a modern communications infrastructure, maintaining its integrity and manageability to ensure sustainable economic growth; integration of Russia into the global infocommunication space.
